mart june 2014

www.martupdate.com 1June 2014

Volume 10 Issue 12 June 2014 Pages 52 `100

JCB go wireless to take full control of chassis production

• Versatile Material Handling Solutions by Daifuku’s AS/RS

• Big Data Analytics: Transforming Travel and Transportation Industry

• HELLER 2013: standing firm in unstable times

• NORD Strengthens Partnership with Indian Steel Industry

• EMART: A New Awakening In India

“…scrapping an assembly is simply not an option.”

www.martupdate.com2 June 2014


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Hi Readers,

“Time has come to take tough decisions in the interest of the nation. Whatever decisions we take will be solely guided by national interest.”

- @narendramodi

This is the message Prime Minister Mr. Narendra Modi sent to the nation through his twitter account on 14th of this month, almost a month after the sounding mandate people of India has given to him and his party, an absolute majority in the Parliament after a long 30 years. In this modern era, world’s biggest democratic nation never witnessed or expected to rally around a person in the hope of change and the mandate was rather surprise to his hard followers. Now it’s testing time for the Prime Minister and his team to deliver what he promised to the country.

We always tend to go with the tide! Just take the example of how we take on our national Cricket team. When they win a tournament we keep them in our heads and the very next tournament when they fail, we start to blame the inefficiency of them. However, not any of its last long. We have to accept the fact that Mr. Modi doesn’t have any magic to make India strong or powerful in a day, month or a year. The real change can happen only with strict disciplinary actions with long term plans. The change has to happen from the top to bottom in all areas. Whether creating jobs, improving economy, the growth of tourism sector, women empowerment or branding Skill India to the world, the new government is making the right noises, and we should wait and support them to deliver upon.

Not just the ruling front, but the opposition parties have a big role to play. 70% of Indian voters given mandate to different parties to ensure right kind of works are taken up by the ruling front. A constructive and intelligent leadership is required from the opposition parties and they should leave the regular political bullying for greater human cost. With electronics, internet and social media becoming powerful everybody is accounted what he stands for. We, at MART are committed to the growth of our manufacturing sector. We don’t want to identify with any political fronts, but with the new and strong India which can give a parallel competition in each and every front to any country in the world.

In this edition of MART, Mr. Surendra Kumar, Chief Executive of Precision International writes about some of the expectation industry looks forward from the new leadership. Also we have featured the interview of Mr. Ajay Mandahr Director – Sales and Service of Toyota Material Handling India Pvt Ltd, sharing their successful venture into the Indian market from 2012 and their plans to become one of the leading players in the segment. We have also included an article from Mr. Asim Behera about Daifuku’s Automated Storage and Retrieval Systems in the special focus. It’s our pleasure to update that we have successfully completed ten years of publication of MART having you as our strength towards the future. We look forward your suggestions to make MART, Smart.

Signing Off,


Saravjit Singh Manoj Kabre P S SatishA S Shetty LD Bhakre Siji Nair Sandeep HingneJ R Mahajan

Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Lotus Printers Private Limited, No:32/25, 2nd Main Road, Sir M V Industrial Town, WOC Road, Bangalore – 560 044 and Published from No: 217, 3B Main, OMBR Layout, Bangalore – 560 043. Industrial Business Mart is a monthly journal published from Bangalore. Views and opinions expressed in the journal are not necessarily those of the Publishers. RNI No: KARENG/2004/13614

Industrial Business Mart reserves the right to use the information published here in any manner whatsoever. While every effort has been made to ensure the accuracy of the information published in this edition, neither the Publisher no any of its employees accept any responsibilities for any errors or omissions. © All Rights Reserved

Volume 10 Issue 12 June 2014

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Digital Edition at

Columns

16Big Data Analytics: Transforming Travel and Transportation Industry

MART Focus


34

10

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8Versatile Material Handling Solutions by Daifuku’s AS/RS

Which comes first? Six Sigma or CMMI

Journey Towards ExcellenceP S Satish

On Face12

Gorur Sridhar

18 A New Awakening In India

Developing your Sales Leadership38Pavan Sriram


Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Lotus Printers Private Limited, No:32/25, 2nd Main Road, Sir M V Industrial Town, WOC Road, Bangalore – 560 044 and Published from No: 217, 3B Main, OMBR Layout, Bangalore – 560 043. Industrial Business Mart is a monthly journal published from Bangalore. Views and opinions expressed in the journal are not necessarily those of the Publishers. RNI No: KARENG/2004/13614

Industrial Business Mart reserves the right to use the information published here in any manner whatsoever. While every effort has been made to ensure the accuracy of the information published in this edition, neither the Publisher no any of its employees accept any responsibilities for any errors or omissions. © All Rights Reserved

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Feature Article

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Dripex: An Innovation in Irrigation Pipe Plant30

Success Story20

NORD Strengthens Partnership with Indian

Steel Industry

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Case Study24


Unit Load AS/RS with 31m high, S class SR machine

Versatile Material Handling Solutions

by Daifuku’s AS/ RS

Daifuku’s Automated Storage and Retrieval Systems (AS/RS) provides versatile material handling solutions for Factory Automation as well as Warehouses and Distribution Centers. Designed as the center of an integrated material handling system, AS/RS delivers the speed and efficiency required for today’s supply-chain management (SCM) environment.

The Daifuku AS/RS line includes the best-selling unit load for pallet-size loads and the high-speed mini load for smaller items stored in totes or cases. Both offer high-density storage capacity in a compact footprint.

Daifuku with over 70 years experience as a comprehensive material handling manufacturer provides a wide variety of advanced material handling systems. Established in 2005, Daifuku India Private Limited has delivered material handling systems to companies in the evolving automotive industry including Mahindra & Mahindra, Maruti Suzuki and Honda to name a few.

As the world leader in material handling automation, Daifuku offers a complete solution, from consulting and concept creation to design, manufacturing, installation, and support. Daifuku’s extensive experience allows designing optimal systems. Daifuku’s AS/RS is a high-density buffer designed to maximize vertical storage space, while maintaining

a compact footprint and effectively utilizing space.

Daifuku offers a broad range of peripheral systems to take full advantage of the unit load’s operating efficiency providing material handling solution in manufacturing, distribution, wholesale, and 3rd party logistics. The unit load is easy to set up and use, requiring minimal worker training for efficient operation. It can handle virtually any type of palletized load, including boxes, cans, bags, or bulk items.

Peripherals for Unit Load AS/RS

• Fixed load table

Economical solution for input/output using forklifts.

Asim Behera

[email protected]

• Powered cart

Electrically powered cart transports pallets to the most convenient location for input/output.

• End-of aisle conveyors

Conveyors automatically transport pallets to and from input/output stations and can also transfer pallets to and from Sorting Transfer Vehicles.

HANDLING

Inbound Raw

Meterial

For Storage of

Raw Meterial or

Packing Material

For Buffer or

Storage of

Products in Process

For Storage of

Finished Goods

Shippment Finished Goods

Production Line 1

Production Line 2

Production Line 3

Production Line 4

Assembly Line 1

Assembly Line 2

Palletizing Robots to place loads on pallets

How to use Automated Storage and Retrieval Systems



Unit Load AS/RS with 31m high, S class SR machine

Sorting Transfer Vehicle

• Shuttle type

Allows pallets from any crane to be delivered to any out station, while also allowing pallets from any in station to be delivered to any crane aisle.

• Dual type

Dynamically controlled dual vehicles after the same flexibility of a shuttle type Sorting Transfer Vehicle (STV) with additional throughput capacity and redundancy.

• Loop type

Higher throughput requirements are met with multiple vehicles on a loop. Expansion of the layout is easy and an increase in throughput requirements can be met by adding vehicles.

Daifuku’s mini load(case handling) AS/RS provides fast, efficient storage and retrieval for containers or cases having high-speed operation that ensures a ready inventory supply for both order-picking and manufacturing operations. The mini load is easy to use and can be readily integrated into the material flow pipeline for efficient operations. It delivers the throughput required for high-volume order picking or manufacturing.

Control software is available to support small, medium-, and large-scale mini load systems. With precision extraction, loads are able to be placed on shelves with high space efficiency. Incorporating aluminum masts and urethane wheels, the mini load virtually eliminates noise and vibration, even during high-speed operation. Daifuku offers a broad range of peripheral systems to take full advantage of the mini load’s operating efficiency.

Proven Industry Solutions-AS/RS

Flow rack

For high throughput piece picking operations, the AS/RS provides auto-replenishment to picking areas. This guarantees timely replenishment while reducing the space needed for the replenishment aisle.

Magic cross conveyor-

High-capacity slide-shoe slat conveyor can handle up to 2,400 cases/ hour. Right-angle merging provides for a compact footprint.

Miniload AS/RS

The mini load offers three transfer options to efficiently store and retrieve loads, whether they are in plastic totes, corrugated paper cases,

or one of Daifuku’s specialty containers.

Fork type

A running fork smoothly transfers loads into and out of storage locations, making it ideal for handling fragile items. The fork-type transfer also allows for double-deep storage.

Hook type

Designed to work with specialized containers, the hook-type mechanism supports high-speed transfers while requiring minimal space above and below the container. This allows for greater storage density and capacity.

Side-belt type

The side-belt mechanism holds the sides of the load during transfer. This method allows corrugated paper cases to be stored as is, regardless of size variations. A side-belt transfer method can be combined with shelving racks to support free allocation of load size to each shelf.

Many customers especially in the manufacturing sector are showing keen interest in using ASRS for Raw Material (RM) and Finished Goods (FG) sortation & storage. Daifuku focuses on optimizing the entire supply chain through its consulting services and implementation of automated distribution centers, in addition to providing comprehensive logistics solutions for local companies in the automotive, food, retail and pharmaceutical industries.

The author Asim Behera a Bachelor of Science in Electrical & Computer Engineering at Oklahoma State University, USA. He has designed, implemented and automated numerous

multi-million dollar Distribution Centers for companies including mega-retailers Wal-Mart and Target. Asim has the heart of an engineer and spirit of an entrepreneur. He is the face at the forefront of Daifuku’s new and growing presence in India. A Material Handling veteran for close to decade, he has now moved onto to Daifuku to take on this important strategic role. Asim took a 2 year hiatus from Material Handling to work for the Government of Washington, DC.

Asim’s native understanding of India’s local and business culture, coupled with his deep knowledge of Material Handling in a wide range of applications makes him particularly adept at cultivating and advancing local partnerships. He moved to India in 2011 and since, has been very active in the growing Material Handling & Robotics market in India.”

Aiislle changiing AS//RS tto rreduce capex

Temporary storage iin uniit lload AS//RS

Colld storage uniit lload AS//RS

Pallllettiizziing rrobottss tto pllace lloadss on pallllettss



HANDLING

Alongside the busy welding area for JCB’s large wheeled loader front chassis sit a pair of enormous Asquith Butler CNC moving-column horizontal milling machines. The more conspicuous of the two is the shiny new one, centre stage under the powerful beams provided by two halogen lamps suspended from the factory roof, 5 metres overhead. With a flurry of activity belying its size, the machine changes tools and moves its spindle to within a few millimetres of a 1.5 metre high, welded steel chassis assembly mounted on its table. It pauses briefly, then rough-bores a fist-sized hole.

“By the time they’re ready for final machining, these front chassis assemblies weigh around 2000 kilos and represent a substantial amount of work and material,” shouts

Senior Manufacturing Engineer Chris Goodall, straining to be heard above the din of carbide on steel, “making a mistake during machining and having to scrap an assembly at this stage is simply not an option.”

Dwarfed by the size of the machining centres, and almost out of sight to the casual

observer, is a relatively small piece of technology without which Chris Goodall’s working day would be considerably more stressful. As the man responsible for the company’s in-house machining operations, Goodall’s peace-of-mind depends on a Renishaw RMP60 touch probe with radio signal transmission. It is thanks to the probe that he and his colleagues know that the machine cutter will find the part exactly in the expected location, day after day, part after part.

“The large wheeled loader front chassis is a massive,


In a corner of its sprawling factory, just outside the town of Cheadle in Staffordshire, UK, world-famous earthmoving, con-struction and agricultural vehicle manufacturer JCB has invested £2 million in a machining cell that brings together the best of the UK’s precision engineering innovation, including CNC machine tools from Asquith Butler and wireless machine prob-ing from Renishaw. The latter has shortened ‘make-ready’ time dramatically and brought guaranteed precision and quality control to the chassis production process, all but eliminating the possibility of costly errors.

complex, three dimensional welded steel assembly,” continues Goodall. “Although we very rarely have a problem, we can never guarantee the accuracy of the chassis when it arrives from the fabrication shop. Each one must be individually measured and the machine’s coordinate system must be updated so that any

variation is taken into account before machining begins.”

Accuracy and repeatability

An overhead crane positions the heavy chassis on the machine table and a technician bolts it securely. Once in position, the Asquith Butler is programmed to select the Renishaw touch probe and measures a series of critical reference points, transferring the data via radio signal directly to the machine’s Heidenhain 430M control system. The machine controller simultaneously compares the data received to the pre-entered part specifications. If

“…scrapping an assembly is simply not an option.”

Chassis fabrications are measured before machining and programs ad-justed for surfaces out of position – occasionally parts are rejected, saving hours of machining

Chris Goodall is responsible for the machining of the JCB large wheeled loader front chassis, a substantial amount of work and material, and is now able to operate a ‘zero-tolerance’ policy on machining mistakes

Samina Khalid

[email protected]



the measured part dimensions are outside the parameters, an alarm will sound, warning the machine operator that the part cannot be machined within specified tolerances.

“We don’t want to waste machine time on a part we’re going to have to reject anyway,” says Goodall.

If the datum points are within tolerance the machine controller automatically inserts them into the appropriate registers in the control so that they can be used by the NC program pre-loaded in memory. Whilst the inspection is going on, another technician is offloading the finished chassis on the moving column machine’s second table.

“It’s actually rather easy using the Renishaw RMP60,” says

Goodall. “It measures the assembly in a matter of minutes and we can begin machining very soon after. Total cutting time takes between 1.25 and 2.5 hours, depending on the assembly.”

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

“Our engineers were initially quite concerned about reaching all the areas on the chassis that we need to machine. But, because it uses radio transmission, the Renishaw probe makes part access much easier. Asquith Butler chose

the probe and guaranteed full parts accessibility for our application,” explains Goodall.

Paul Hinchliffe, Managing Director of Asquith Butler Ltd, explains why the company specified the RMP60 touch probe for the JCB application.

“During the planning stage of the project it occurred to us that the new machine would be located close to the welding area and that there was a very real possibility of signal interference,” he says, “so we needed a system that could cope with the conditions. The Renishaw RMP60 is

the first inspection probe to use frequency hopping spread spectrum (FHSS) data transmission.”

Wireless reliability

The RMP60 system consists of two separate devices: the probe and the RMI, which is a combined interface and receiver unit. The probe is brought into contact with the part and transmits data via radio signal to the RMI mounted on the machine enclosure and hardwired into the controller.

Unlike conventional radio transmission, the RMP60 touch probe system does not operate on a fixed channel. Instead

the receiver ‘hops’ through a sequence of frequencies in the 2.4 GHz band. This unique solution enables even multiple probes to be used with confidence in heavy industrial environments, even those afflicted by debilitating levels of radio interference.

Renishaw’s innovation ensures that the vital feedback signal from the touch probe arrives intact and without interruption to the Heidenhain machine controller, and production can proceed unhindered.

“Before we invested in

these two machining cells, I personally had no prior experience of cutting metal on this scale,” says Goodall. “I was assigned responsibility for putting the process in place and I think we chose well. The Renishaw RMP60 system has shortened make-ready time dramatically and brought guaranteed precision and quality control to the chassis production process, whilst all but eliminating the possibility of costly errors. And, thanks to its frequency-hopping transmission, I’m happy to say that we haven’t any problems with corruption of data.”

The Renishaw RMP60 touch probe measuring the position of critical reference points to update the machine coordinate system

Chris Goodall looks on as a chassis is machined, confident that the RMP60 touch probe has shortened set-up times dramatically, and guaranteed precision and quality

Rare variations in welding and clamping can be picked up by the Renishaw touch probe to guarantee the accuracy of finished machined surfaces



Can you share Toyota’s successful journey into the Indian market?

Toyota Material Handling, India (TMHIN) was established in Dec 2010 as a subsidiary of Toyota Industries Corporation (TICO), Japan. The major shareholders are TICO, Japan, Toyota Tsusho Corporation, Japan & Kirloskar Systems Ltd, India.

TMHIN has a vision to be No.1 MHE Company in India, to realize this objective; we are currently investing in Human resource, Market reach & after Sales capabilities.

The journey this far has been very exciting. We are expanding our customer base in India with all our product offers viz., Counter balance- Diesel & Electric and WH being appreciated for superior quality & value for the money by our customers.

Can you brief your business policies for India market?

capability to be the best in the Industry both in terms of quality of product & after sales support.

Our current demographic spread shown in Fig.1

Going forward, we will keep expanding our foot prints to be even closer to the customers.

What is the status of Indian material handling industry comparing to the global scenario?

Indian MH industry is still nascent with most of the material handling currently being carried out by Pick-N-carry cranes. With more & more companies now insisting for safer & efficient solution, we can expect the accelerated switch to

“TMHIN is getting recognized as the “one-stop-shop” for all the material handling applications”

Toyota Material Handling India (TMHIN) was established in India during December 2010 as a subsidiary of Toyoto Industries Corporation, Japan. TMHIN has a vision to be the No:1 Material Handling Equipment company in India. Ajay Mandahr, Director - Sales and Service shares the journey TMHIN undertaken to reach this feat. With more than 21 years of industry experience, Ajay is with Toyota Material Handling India Pvt Ltd from 2012.

ON FACE

Chandigarh

Gurgaon

Alwar

IndoreAhmedabad

Mumbai

Kolhapur

Bangalore

Coimbatore

Chennai

Hyderabad

Kolkata

No Facilities

Head Office

Branch (3S)

Branch (2S)

Business Offices

1

1

2

10

Sales & Service , Workshop

& Parts Warehouse

Sales & Service

Sales & Service

* All branches and business offices : Sales and Service activities

Pune

TMHIN business policy revolves around “Customer First” approach. As mentioned above, we are continually investing in our Figure: 1



palletized handling with Forklifts.

Further, we are observing the shift to WH products for better utilization of the scarce & expensive space. With a stable government at the center, we expect the confidence to be back in the Indian Growth story and with fundamentals of economy back on track, going forward we are optimistic about the future of MHE Industry.

According to you which equipment or serviceis most beneficial for India?

Toyota is the world leader in MHE space and has maintained the global leadership position consecutively for the last 12 years. We at TMHIN, are committed to bring to India not only the world class products which are known for the quality, durability & safety features but also we are sharing the knowledge with our customer on the best International business practices in MHE Industry.

TMHIN is getting recognized as the “one-stop-shop” for all the material handling applications.

We have pioneered the concept of “Preventive Maintenance” in India on the equipment supplied by us and have launched “Service Products” customized for various customer segments in India. By subscribing to these Service Products, customers enjoy the benefit of increased uptime of the equipment & enhanced

economic life of the products.

What can the customers expect fromTMHIN in India?

World class product at various price positions, enhanced customer satisfaction both in terms of product deliverables& overall ownershipcost.

Can you brief about your product portfolio in India?

We are offering to our customer in India:

1. Diesel, LPG & Electric Forklifts – From Toyota BT Range 2. Towing tractors – Toyota Brand

3. Full range of Warehousing trucks – BT Brand 4. Double deep Reach trucks – Raymond Brand

What strategies have been taken by Toyota to become No.1 Material Handling Equipment Company in India?

TMHIN tries to follow religiously the “Customer First” approach in all our facets of customer interaction and our internal business process. We intend to continue with the same & improvise further on this approach. We feel this is the biggest differentiating factor and would help us to create a sustainable relationship with our esteem customers.

We are working aggressively on after sales support capabilities. Our Service Team is trained & certified by Toyota experts. To give you an example, last year we invested in 8000hrs of training for our engineers.

Our parts warehouse in Gurgaon & Bangalore is built to Toyota global standards, ensuring with higher service rates (measure of parts availability) to our customers. We endeavor to further improve our service rates in the near future.

What are the safety features available on your Forklifts?

All our products are built to stringent international standard following the famous Toyota Production System.

Safety is of paramount importance to us and some of the optional features available on our trucks as given in Figure 2.

System of Active Stability Unique Feature Available only on Toyota Forklift

1. Handling Operation SAS

Active Mast Function Controller

Active Mast

Function Controller

Active Steering Synchronizer

Automatic Fork Levelling Control

Operator Presence Sensing System

The OPS system will terminate load handling and tarvel functions, if it senses that the operator is not in the proper operating position

2. Operation OPS

Figure: 2

TMHIN Head Office at Gurgaon



LOGISTICS

If there was an area of the economy primed for the use of big data, it’s the travel industry. Big data … offers the poten-tial for a vast shift for all travel companies, empowering them to enhance both the business and experience of travel.While big data is a big, complex challenge for many organizations, it is one of the key factors driving the evolution of the travel industry today and for the foreseeable future. Airlines, hotels, cruise companies, travel management, railways and travel agencies have an opportunity to improve their business and the customer experience by effectively handling the big data at their fingertips. It is not easy to collect, identify and analyze all of the bits of disparate data types that comprise big data. But ignoring big data—is not an option for any travel and transportation industry which wants to remain competitive.

”At the Big Data Crossroads: turning towards a smarter, efficient and effective travel experience.”

Rapid changes and technology options are making customers smart shoppers with a variety of choices via various channels – phone, web, kiosk, counter, 3rd-party agency. They are also becoming more demanding in the quality and variety of services available as a result of rewards systems or loyalty programs. For travel & transportation organizations to capitalize on these and other challenges in the industry, they need ways to collect, manage and analyze a tremendous volume, variety and velocity of data. Organizations who can tackle the big data challenges will differentiate from competitors, gain market share and increase revenue and profits with innovative new services.

Travel and transportation

companies are facing many of the same challenges and opportunities as other business segments in terms of managing risk, enhancing the customer experience, and ensuring operational excellence. The need to balance cost, product/service quality/safety, and customer service is endemic to all businesses.But for travel and transportation companies, it is particularly important because these businesses are undergoing a fundamental shift. For these “service” businesses, the importance of quality and customer satisfaction has never been in question, but they are seeing a change from “product-related services” to “information-related services.”

Smarter transportation always results in operational

efficiency, improved end-to-end customer experiences, reduced fuel consumption and increased flexibility. Logistics companies are already working hard to use sensor data in trucks to optimize the routing and decrease fuel consumption. American Travel Company US Xpress has installed 1.000 sensors in each truck to monitor where the trucks drive, how fast it drives, how often it breaks, when maintenance is required and even the capabilities of the driver. But there are many more opportunities for the transportation industry instead of just saving on fuel. Sensors in railways,trucks, buses, taxies, cabs, school buses, tourist buses, city cabs, ships or airplanes can also give real-time information about how these are performing, how fast it is going and how long it is standing.

With all this data, combined with sensors that monitor the health of the engine and equipment, errors can be predicted and maintenance can be prepared without losing to much time. It is even possible to automatically book maintenance at the service location that requires the least downtime for the transportation companies.While the engineer instantly knows what the problem is and how it can be solved. If transportation usage has not been optimized, a company can lose a lot of money. With sensor data it will get to know where all trucks are at any moment off- time, what their inventory is as well as their destination. This information can help the transportation company to optimize their fleet

Customer Relashionship Managment

Printing

Billing System

Data Warehouse

Product Catalouge

Order Managment

Process Order

Shipping

Order Managment

Credit Checking

Examples of Data Collection system for Transportation and Travel companies.

Data collection from different sources to separate databases is a challenge.

Domestic Database

Highway

Rail

Water

Pipeline

Air

Landborder Database

Sea Database

Air Database

Big Data AnalyticsTransforming Travel & Transportation Industry

Rajesh angadi

[email protected]



and increase efficiency.

Data Analytics for Transportation system.

It is important to know the exact inventory at all times, especially if last minute changes is needed to be made. When all products contain sensors which can be tracked in real time.

Analytic insight can be beneficial to multiple functional areas such as call center, operations, marketing and sales. Most

important is rapid insight, enables these parts of the business to address customer problems or respond to the opportunities far more quickly than previously possible.The design, development, and deployment of Big Data analytical capabilities should be seen from the outset as an enterprise wide undertaking even as nascent initiatives incubate across different functions within the business.

The design objectives of an enterprise wide approach

to Big Data analytics should include:

o Cross-functional program governance.

o Alignment of insights from all sources of Big Data — consumers, customers, partners, and suppliers.

o Integrate data to the point of decision making — leverage data from wherever it resides.

o Delivering insights within the decision management context of the roles they inform — that is, task aligned and just in time —and the style in which and the speed at which the decisions are made

While the volumes of data are growing by leaps and bounds from many sources, such as social media, location data, loyalty information, operations and supply chain, the type of information is also an issue. It may be structured, semi-structured or unstructured. Making sense of and gaining knowledge from this data to achieve a competitive advantage should be the driving goal. So if you have Big Data and need to search and sort through the bulk of that data, then Hadoop may serve your purpose. If the majority of the data is structured or even

unstructured but you are able to add structured meta-data describing the unstructured portion and you want to run standard reports on the structured portion or retrieve individual unstructured elements then standard databases may suit your needs.

The growing need for companies is to manage surging volumes of structured and unstructured data is continuing to propel enterprise use of open-source Apache Hadoop software. But instead of replacing existing technologies, Hadoop appears to be working alongside conventional relational database management systems (RDBMS). Hadoop is designed to help companies manage and process petabytes of data. The technology’s appeal lies in its ability to break up very large data sets into smaller data blocks that are then distributed across a cluster of commodity hardware for faster processing.

Travel and Transportation companies must do transition towards a forward-looking style of data analysis that generates new insight and better answers. This shift in mindset also implies a new quality of experimentation, cooperation, and transparency across the company. Along with this

Real-Time Transportation Infrastructure Information System

Road condition and Hazard Sensing

Central Data Collection

Road Hazard and Traffic Warnings

to Vehicle

Road Condition Data from Vehicle

Traffic Monitoring

Speed and Position Data from Thousand of Cars

Road and Traffic Data for

Analysis and Real Time Display

Public Safety Notification of Traffic of Hazzards

Highway Dept Notification of

Hazardous Road Condition

Data Analytics for Transportation system.

Organize Data

Big Data Cycle

Data Collection

Governance Optimize

Customer Support

Cloud Based

Big Result



transition, another prerequisite to becoming an information-driven business is to establish specific set of data science skills which includes mastering both a wide spectrum of analytical proceduresand having a comprehensive understanding of the business. Companies must take new technologicalapproaches to explore information.. Disruptive paradigms of data processingsuch as in-memory databases and eventually consistent computing models promise to solve large-scale dataanalytics problems at an economically feasible cost.

A transportation company already owns a lot of information. Most of their data must be refined; only then can it be transformed into business value. With Big Dataanalytics, companies can achieve the attitude, skillset and technology required to become a data refinery and create additional value from their information assets.

When companies adopt Big Data as part of their business strategy, the first question to surface is usually whattype of value Big Data will drive? Will it contribute to the top or

bottom line, or will there be a non-financial driver?

In this case, data is used to make better decisions, to optimize resource consumption, and to improveprocess quality and performance. It’s what automated data processing has always provided, but with an enhanced set of capabilities. The second dimensionis customer experience; typical aims are to increase customer loyalty, perform precise customer segmentation, and optimize customer service. Including the vast data resources of the public Internet, Big Data propels CRMtechniques to the next evolutionary stage. It also enables new business models to complement revenue streams from existing products, and to create additional revenue from entirely new (data) products.

Successfully harnessing big data can help achieve following critical objectives for travel & transportation transformation:

Increasing demands of customers to have their freight delivered as fast and cheap as possible, transportation

Unstructured data •Social Media •Text Documents •Web services •Log files •Xml data

Structured Data RDBMS (on ERP CRM, mainframes Home grown transactional apps

Big Data Data Management Big Insights

•Apache Hadoop •Hbase/hire/Pig •Macii •Karmasphere •Cloudera •IIM Insights

Map Reduce JOBS

Hadoop Connectors To Reporting Tools

BI Reporting Tools

Flume

ETL

•Scoop •ETL Hadoop •Connectors

•Data Warehouse •Data Marts/ODs •Applaiances, Tatadata,Netezza, Greenplum etc

companies face a challenge which can be luckily tackled with big data.

Maximizing availability of assets, inventory in hand with infrastructure.

Enhancing services to increase revenue and manage capacity.

Dramatically improve the end-to-end customer experience.

Reduction on environmental impact and increase safety.

Operational efficiency with Real-time route optimization.

Predictive network and capacity planning

Strategic network planning

Operational capacity planning

Many cities around the world are experimenting with smart and intelligent transportation systems which will eventually reduce pollution and increase road safety.Big Data analytics are essential, helping to produce an integrated view of customer interactions and operational performance to ensure sender and recipient satisfaction.

Conclusion is that in immediate future we all will be seeing amajor revolution in this area due to Big Data Analytics.

The author Rajesh Angadi completed his BE, MBA, PMP and is Hadoop Certified. With 22 years of Information Technology experience he worked on projects for Unisys, Intel, Satyam, Microsoft, Ford, Hartford, Compaq, and Princeton. He is always fascinated by the latest technology coming up in the IT sector and striving to keep pace with it. Interests in Information Technologiesresearch areas like Hadoop Ecosystem, Predictive \Analysis, Telematics, Clinical research with Analysis.Big Data Architechture


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Here are some of the points on which attention of the Government is invited:-

e-Submissions

All tax payments procedures are required to be made by internet. These include: Income-Tax; TDS; Sales-Tax; Service-Tax; etc. Further, returns of the tax paid are to be filed electronically. The irony lies in the fact that having done everything electronically, the excise returns are filed in hard copy.

This means tons of papers are being submitted every quarter since the inspectors are not

willing to read what reaches the computer. The same is the case with sales-tax returns. Following both the systems, having the soft and hard copy, has made the e-submissions redundant. Let’s remember, that 3000 sheets of A4 size consume a fully grown tree.

Movement of large trucks through the city to be prohibited

A big ship never reaches the seaport. It berths a few kilometres away from it. The goods are downloaded into barges which bring these to the shore, and into the city. The same analogy should be

applied to large diesel-driven trucks which must be made to stop outside the city-limits, with the goods being being brought in by CNG-driven mini-trucks. This would make the cities free of pollution to a large extent.

This would also assist the security measures against terrorism, since unloading of goods outside the city-limits would in all probability expose the contraband arms, if any, being smuggled from one place to the other, hidden in the trucks. Exceptions would be trucks bringing in construction-material, or those doing a government assignment.

Making solar-energy devices tax-free

God gifted solar energy to the world. Mankind taxed it; by applying tax on the devices meant to gather it. Permission should be given to tap this important source of energy for free, thus reducing burden on the production of energy through the burning of fossil fuel; coal; or trees.

A lot of pollution can be avoided in this way, as well as the resulting mountains of coal-ash. The amount of tax lost by the government would be compensated though savings on power transmission-losses.

A New Awakening In India

The highly hopeful people of India are expecting the Modi government to outline an ambitious agenda in every sector. President Pranab Mukherjee believes that the just-concluded election has been an election of hope and the citizens have voted for development, good governance and stability. He states that India needs to transform itself into a globally competitive manufacturing hub powered by skill, scale and speed. There are great hopes from the initiatives being taken by Prime Minister Narendra Modi.

E MART

Surendra Kumar

[email protected]



Solar devices are unpopular already due to their high cost, the taxes adding further to this burden. Removal of taxes would encourage greater indigenous production of solar devices, bringing down their cost with the increased volume.

Applying penalties on those not providing the C-Forms despite having bought goods at reduced tax (CST)

It has taken a long time for GST to become operational. By the time it arrives, the industry will continue to have intra-state transactions at 2% CST. The main sufferers of this system are the MSMEs supplying the goods. The buyers choose to pay lower tax as mentioned in their purchase orders, but many of them fail to provide the c-forms; sometimes it is too late, or at other times not at all.

The supplier has no protection against this unforeseen loss. He has to pay not only additional tax as per the local VAT norms; but also the interest for the period lapsed. The Government should penalize those, who opt for CST but fail to provide the C-Forms when due.

Toll-Tax

Maharashtra is eliminating the toll-tax on state-government buses plying in the state, as per a recent announcement. Let us make all CNG-operated long-distance private buses free of toll-tax. This would reduce the movement of cars and taxies on long-distance routes, and encourage the use of energy-saving mass-transport alternatives. A lot of precious fuel would be saved, bringing savings to India’s oil-import bill.

Need for a ‘Development Channel’ (or, at least a Development-Slot on a National Channel)

People at all levels of India, educated or uneducated, have the caliber to develop new devices and systems; sometimes termed as ‘jugaad’. We should create a venue for bringing to light these developments, whether by school students, or by scientists and engineers.

The shape of India will start changing once this incentive is exposed to the rest of India and it becomes available for the masses. All sections of people will feel greatly encouraged, and will get the opportunity to see their ideas exploited commercially bringing financial benefit also to them. This will make India a technically oriented country, without dependence on technology from outside.

Cavalier Surendra Kumar graduated in Mechanical Engineering before he was 21, from Roorkee (now IIT). In the course of his professional career, he topped an Italian language course that earned him a scholarship to study Commercial Italian in Italy. In 1983, he was selected from Asia to attend a Course in International Marketing held at the Italian Institute of Foreign Trade, Rome under the auspices of ITC-UNCTAD/ Gatt. He is one of the Founder members of the Indo Italian Chamber of Commerce and Industry, in India, and has been its Alternate Chairman for North India.

In 2007 he was decorated with Knighthood by the President of Italy for his contribution in bringing together the industries of India and Italy. He is a Life Member of All India Management Association. His motto: If you are content doing today what you did yesterday, you made no progress. He can be reached at [email protected]

www.martupdate.com 19June 2014 www.martonline.in 17April 2014


In 2013, HELLER placed a strong emphasis on the further development and refinement of its products.

- Completion of existing machine series

- Expansion of solution competence to additional applications

- CBC technology receives environmental award and generates orders

- Strengthening of our international presence

- Expansion of international personnel development and staffing levels

Order intake: strong increase in the second

half-year.

The decline in order intake is largely due to subdued order intake from project business with the automotive industry that experienced a significant decrease, particularly during the first six months. In the second half-year, the tide turned: order intake increased significantly, even being considerably above the prorated annual plan – however, without being able to fully compensate the shortfall from the first six months. The positive development clearly continues in 2014. Despite a declining market, the company has been able to expand single-machine business, benefiting from the expansion of the product portfolio.

Origin of orders: Europe is back.

Due to weaker project business, which in previous years had been supported by orders from Asia and the US, major shares in order volume have shifted back to Europe. 66% of all orders came from Germany and the rest of Europe (previous year: 46%), whilst the share of new orders from Asia declined to 19% last year (2012: 34%) and that of North and South America to 15% (2012: 20%).

Order trend 2014: positive development continues

Three months into 2014 HELLER records

a positive development in order intake. At 187 million EUR, order intake is 120% above the previous year. As a result, orders received in the first quarter compensate for the disappointing development in 2013. So far, the positive trend has continued into the second quarter. For the overall year the company expects an order volume of more than 500 million EUR.

Healthy profit situation, sound equity ratio.

Investments into the future, e.g. the start-up of the new assembly plant in China and additional development efforts are reasons for satisfactory revenue though below that achieved in 2012. A particularly positive development: despite the decline in turnover equity capital has grown again to now 106.4 million EUR. This increases the equity ratio to 34% from 31.2% in 2012.

In addition, HELLER is now debt free. This has been achieved as a result of consistent accounts receivable management amongst other reasons. It also provides leeway for offering our customers numerous attractive financing solutions an increasingly number is asking for in their investment considerations.

Record development expenditure: expansion of regional business

The 2013 investment volume stabilised at

SUCCESS STORY

HELLER 2013: standing firm in unstable times

Business of the German machine tool industry, including HELLER, was affected by the economic slowdown. Order intake at 413.5 million EUR saw a stronger-than-expected decline compared to last year’s above-average volume. As expected, 2013 turnover at 532.7 million EUR was 59.7 million EUR below the record result of 2012. But 2013 turnover is the second highest in the history of the HELLER Group, still beating the average of the past 10 years by 30%. In view of the current economic climate, the company’s unchanged overall performance of 496.7 million EUR represents an impressive and far above-average result.



a highlevel being significantly in excess of 16 million EUR. Investments focused on the assembly plant in China, machines and other equipment and modernisation of operating and business facilities.

In response to the growing market in Eastern Europe we are investing to increase customer proximity, e.g. with the expansion of our sales and service activities at the HELLER location in Yekaterinburg/Russia. Poor economic climate in Russia – partly due to the weak exchange rate – that became evident at the end of last year has further declined since the beginning of the year. Despite the current crisis, which makes planning of activities a challenging task, we consider the strengthening of our presence in the Russian market an investment into the future.

Another priority was development expenditure. Last year, the company spent at total of 14.1 million EUR in this area – 10% up on 2012. The focus was on the diversification of the product range, enabling the company to better serve its existing customers and expand business into new target groups, attracted by the traditional strengths of HELLER, including customers from outside the company’s traditional clientele from the automotive industry. At the same time, we continued working on the expansion and intensification of our regional business.

Three new developments and numerous product enhancements result in a completely revamped and expanded product portfolio for 4-axis and 5-axis machining and combined milling/turning, especially in terms of large-part machining. Another addition is a completely new developed external milling machine for the machining of small light-duty crankshafts to round off the lower end of the product range in terms of external and internal milling processes. In terms of its turnkey competence for crankcase manufacturing systems, HELLER is offering systems for the coating of cylinder bores on the basis of twin-wire arc spraying technology already successfully introduced in the market. Under the name HELLER CBC (CylinderBoreCoating), HELLER it expands the process chain in crankcase manufacturing. First systems are already in operation for high-volume production in Germany and Japan. At the production location in Nürtingen, the HELLER CBC TechnologyCenter is operating a flexible system showing the current status of development that can also be used directly for customer projects.

A look back at the past and a journey into

Heller India in its global future perspective:-

Heller India will be part of Heller global expansion future plans considering the size of the market and its potential. This will be in Sales of Equipment and Service.

Heller India @2013:-

Last year in the view of business prospectus and growth was not remarkable considering the potential that lies in India. We had not seen growth due to the fact that automobile industry was passing through bad times. Market is showing positive signs after general elections and having hopes with new government.

Business forecast for Asia and India for the next two years:-

Asia decline was mainly due to the decline of business in China, but also India. Indian economy will witness growth patterns due to last years with marginal growth and new reforms which had been promised by newly elected government. We foresee good chances for market revival and strong economic situation.

Product portfolio Heller India:-

Mahesh Tyagi, a mechanical engineer with more than a decade experience in sales, management and establishing companies, leads Heller in India as its Managing Director from its headquarters at Pune. In his initial career he was a designer for designing special tools for boring operations, then shifted to sales and now in management. He shares Heller’s last year performance in the region as well as about the immediate future.

Heller India can sell the full Heller Product Range to customers in India. Yes, large size machines are available for Indian market and suitable for components which are in need of having these machines. Heller India is a company which is providing sales, service and spares to Indian customer.

Heller India @2014:-

This will be totally depends on the market behaviour in coming months. We are looking forward for good order intake from Indian market.

Training programmes conducted by Heller India:-

As of now, we are not planning to implement training program in India, but we will continue training our Indian employees in our plants in UK and Germany.

Manufacturing & future expansions plans of Heller India:-

We will continue our path of strong Service and Spares availability in India. This is the best way, to satisfy the needs of Heller Customers in India. At the moment we are not planning to have manufacturing in India.



the future: 2014 – HELLER’s anniversary year.

There is a lot to celebrate for HELLER in 2014: in July the parent company in Nürtingen will be celebrating its 120 year anniversary. The company continues to operate as an independent, family-owned business. At the same time, the HELLER branches in Redditch/UK and Sorocaba/Brazil are celebrating 40 productive years as part of the global HELLER production network.For 120 years, spanning three generations, HELLER has been a successful owner-managed enterprise: independent and family-owned. Continuity in terms of management and on shareholder level is and will remain part of our policy. In mid-2013, the great-grandson of the company founder, thus representing the fourth generation of the family, became shareholder of the company in preparation of the generation change. Berndt Heller continues to act as Chairman of the Supervisory Board. His son-in-law, Christian Pfleiderer, has been active in the leadership of the company since 2013 and is now responsible for global service business. This success story is something HELLER can rightly feel proud of. However, it also requires us to invest thought in the perspectives of the globally operating group today.

We are convinced that continuity on shareholder level, long years of experience

in leadership, shared values and a clear orientation provide the ideal basis to be well set up for meeting the challenges of the future – far beyond the year 2020. All customers and prospective buyers of HELLER will benefit from these activities in the same measure. With enhanced and even more precisely customised products and solutions. With specially targeted consulting. With further enhanced tailor-made service solutions – wherever the partner is located. Guaranteeing 100 percent “Made by HELLER”.

Employees worldwide: equally qualified and committed.

More positive news: in 2013, the HELLER Group again achieved an increase in staff numbers. In detail it means that at the end of year, HELLER employed 2,436 people, including 1,840 staff in Germany.

The strongest growth in personnel was noted at the Chinese locations. The development triggered by the new foundation of the production facilities in Changzhou in autumn 2013 accounts for the significance of the Chinese market.

Independent of the location, the high quality of the HELLER products and services is backed by dedicated and qualified staff everywhere. That is why we remain committed to not only maintain the high quality level but to globally promote and enhance it through special

measures and qualification programmes. Mastering this challenge is one of the most important tasks of the HELLER organisation as a whole. Training and personnel development at HELLER are key to tomorrow’s success. That is why the company is proud that, throughout the world, the name HELLER has for a long time been synonymous with excellent products and services as well as for outstanding, renowned and sophisticated vocational education and advanced training – at all production locations.

This claim is backed by convincing evidence: the quality of our training not only manifests itself in excellent qualifications and results of HELLER graduates but also in numerous co-operations with other companies. For some time now, HELLER has been training their young talent during the first 1.5 years. Another project in this context is the MAT2 Program currently implemented in the US. In the course of this scheme the proven German educational standards are implemented at our foreign subsidiary with the support of the State of Michigan.

For many years, exchange programmes, some starting at completion of the vocational education, have formed a cornerstone, aiming to achieve even more successful co-operationof all HELLER locations in the future. One example is the participation of our trainees in the European exchange programme called “Leonardo da Vinci” in co-operation with the HELLER branch in the UK. Our American trainees also visit Nürtingen every year for traineeships of several weeks.

To ensure that our products and services are of comparable excellent quality worldwide, we have additionally implemented an international personnel development programme, ensuring comparable knowledge and skill levels following uniform standards and built on identical contents and regular training. The scheme is supported by specific HELLER knowledge management tools and databases and is being developed further into new future-oriented dimensions. These measures will help to ensure that our customers around the globe will be able to benefit from highly knowledgeable and skilled HELLER staff.

Following the continual development of HELLER health management and its constant expansion in the last 4 years, the current programme now covers a wide spectrum. Continuous programmes and special campaigns in the areas of nutrition,



exercise and stress prevention are available to all staff members. The enhancement of our people’s well-being and health is in the foreground of all activities, promoting a positive attitude towards everyday work life.

Future perspective: high-quality machines and state-of-the-art solution competence supporting the success of our customers.

The investment in a new machining centre has to pay off. To make production future-proof, our customers need reliability, precision and high productivity. In response we provide a combination of high-quality mechanical engineering and state-of-the-art solution competence.

HELLER solution competence results from the product itself plus our process-specific know-how. Through our solution competence we are strengthening the unique selling points of the product. We offer customers the added value and security to operate our machines with a high level of reliability and productivity. This is true for complete solutions from stand-alone machines through to turnkey manufacturing systems worth 150 million EUR. From new machines and full-service agreements through to retrofits. Always geared towards the requirements of our customers.

Our high-quality machines need to meet today’s demands of modern production. That is why HELLER products are based on a modular system. Well before the introduction of series production of machining centres in 1960s, HELLER already focused on the development of a modular product range. The BEA model range was in the vanguard of this development. Until today, we aim to offer our customers the greatest possible range of flexibly configurable products. That is why we build on the concept of optimising existing base machining centres and modules with optional and customised

extensions tailored to the specific requirements of each user. For example: special spindle units, tool magazines or workpiece management systems. This enables us to supply HELLER solutions perfectly tailored to each customer’s production requirements, in other words, a tailor-made ‘off the peg’ solution. This way we are combining customised solutions with the cost benefits of series production.

Our path into the future: with new ideas and concepts built on proven know-how

On 1 July 2012, Dr Christian Lang took over responsibility for regional sales in Europe followed by management responsibility for regional business in Germany on 1 February 2013. In addition to the leadership of the European sales organisation and close co-operation in the further development of our customer-oriented range of 4-axis, 5-axis and mill/turning centres, his tasks included optimisation and intensification of sales activities regarding stand-alone machines. For personal reasons Dr Lang retired from is executive post on 1 May 2014.

With the conceptual work initiated by Dr Lang regarding the development of HELLER’s regional sales activities we are well set up for the future. Besides our successful activities in our traditional field of automotive business, we will continue on this path taking a focused and targeted approach. Responsibility for the activities started will be taken over by Christian Pfleiderer who is currently working on the successful restructuring of our worldwide service activities towards global market requirements.

We are convinced that our existing product and service portfolio will enable us to continue to be successful in the market as a globally oriented and family-owned business. Feedback we receive from our customers every day clearly confirms this.

Heller Global Founded in: 1894 in Nürtingen

Workforce 2013: 2,450

Turnover 2013: EUR 533m

Chairman of the Board: Berndt Heller

Managing Directors: Manfred Maier (COO of the HELLER Group)Christian Pfleiderer (HELLER Services GmbH)Klaus Winkler (CEO of the HELLER Gruppe)

Fields of business: Horizontal machining centres, 5-axis machining centres, mill/turning centres, flexible manufacturing systems, crankshaft and camshaft machines, CBC systems, services

Production locations: Germany (Nürtingen) United Kingdom (Redditch) USA (Troy/Michigan) Brazil (Sorocaba) China (Changzhou)

Sales/ Service locations: EUROPE

Deutschland (Hattingen, Salem, Goslar, Saarbrücken, Kirchheim, Nuremberg) Italy (Verona) France (Paris) Spain (Barcelona, Santander) Sweden (Värnamo) Switzerland (Niederbüren) Slovakia (Vráble) Russia (Yekaterinburg)

NORTH/ SOUTH AMERICA

Mexico (Querétaro) Brazil (Belo Horizonte, Gravataí, Joinville)

ASIA

China (Beijing, Changchun, Shanghai, Chongqing, Nanning) India (Pune) Thailand (Bangkok) Singapore


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CASE STUDY

For Parle Elizabeth, Haas is all about service, support and satisfaction

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, aerospace and power are set to fuel the growth of the Indian machine tool industry. The industry’s current market size stands at USD2.05 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.

Based in Vasai near Mumbai, Parle Elizabeth Tools Pvt. Ltd has carved a niche for itself in the manufacturing sector with its commitment and dedication besides making the optimum use of advanced technology.

The company today 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 determine 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.

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 changing parts and tablet tooling has helped the Vasai-based unit pose a stiff challenge to its competitors.

But the journey for Parle Elizabeth Tools Pvt. Ltd was not always that easy and comfortable.

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

“We believe that our journey with Haas has just begun. Our

management’s vision is to achieve the leadership position universally

by focussing 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 further too,”

Snehal Surti

General Manager - Operations, Parle Elizabeth Tools Pvt Ltd


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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.” Mr Surti added.

Since the company’s product line of tablet tooling, tablet presses and blister change parts involve intense use of milling, turning and grinding operations for manufacturing,

it was left with no option but to change gears and join the flow. “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 “the General Manager (Operations) of Parle Elizabeth Tools Pvt Ltd, Mr Snehal Surti 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, the company has 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

Mr.Surti felt no short of thanking Haas Automation for being a perfect solution provider to all their problems “The people not only helped us in explaining the technology, but also provided us with application support

at a time when we were new to this advancement. The latest technological updates, application support, maintenance support and spares availability provided by Haas has been much better 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,” Mr Surti quipped.

“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. One of the aspects that we were concerned about was the after-sales service of the machines. Indian brands were yet to establish

“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.”

Rajmal Mehta Chairman, Parle Elizabeth Tools Pvt Ltd


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and we were looking for a cost effective solution to our problems and thus turned to Haas,” Mr Surti said adding, “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.”

“The vision of our Chairman, Mr.Rajmal Mehta and the Managing Director, Mr.Mahendra Mehta 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 Mr Surti. He added that before turning to CNC machines, the pharmaceutical market that was expanding rapidly was looking for suppliers who could provide quality with commitment to delivery.

“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 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, Mr.Surti said, “The approach of Mr. Terrence Miranda, the

Managing Director, 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, the 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 percent.”

Other than the service support mechanism, the local Haas Factory Outlet- CNCSSIPL, has been instrumental in providing excellent spare part support and guidance to Parle Elizabeth which has helped the Vasai-based company carve a niche for itself in the global market.


www.martupdate.com28 June 2014www.martonline.in28 June 2014

About one out of every two geared motors newly commissioned by the Indian steel industry in the last year has come from the Indian operation of German drive technology leader NORD DRIVESYSTEMS. NORD has become the major mover in the steel & metals sector, peaking at a record 46% of the total drive sales volume in this segment in 2013. In less than ten years of activity in the Indian steel industry, the NORD brand has managed to rise to its commanding No. 1 position on the strength of product quality, reliability and advanced technical know-how.

NORD has now supplied several thousand geared motor units to dozens of OEMs as well as all major plant builders and operators in the business across India. Some notable projects include e.g. over 2,000 geared motors for the universal rail mill in the Bhilai Steel Plant; over 1,000 geared motors for steel production, for the heavy plate rolling mill, and for the medium and light structural mill at Jindal Steel & Power; over 500 drive units for

the section mill at Jayeswal NECO Raipur, and over 200 units for EOT cranes, transfer cars, and casters in TATA KPO.

As geared motors are exposed to heavy mechanical and thermal stress, they must nonetheless provide for trouble-free operation in continuous processes, preferably with zero maintenance, all the while achieving an advanced level of efficiency. Offering a versatile range of geared motor types to choose from,

NORD can draw on five decades of experience in the steel & metals sector. Industry specialists can provide advice regarding parameters like power/torque requirements, bearing life, and oil temperature in order to enable users to select the most suitable product for a specific steel mill application – from a single system to several thousand units.

NORD India has committed a highly qualified and efficient team of experts to a special sector management cell that focuses exclusively on the iron and steel segment. Comprehensive NORD drive solutions are available for various different areas of the metals processing industry, including applications in coke and iron making, continuous casting, rolling mills, shearing lines (lengthwise and crosswise), cooling beds, ladle transportation, furnace charging and discharging, roller tables in section mills, plate mills, hot and cold rolling mills etc.; and various other conveying applications all across production processes.

An extensive range of industrial gears,

NORD Strengthens Partnership with Indian Steel Industry

German Drive Manufacturer established No.1 leadership position in 2013

CORPORATE MART

NORD provides comprehensive drive solutions for all kinds of metals processing applications, including roller tables, cooling beds, ladle transportation, and various other conveying applications


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parallel shaft gears, helical inline gears, helical bevel gears, and helical worm gears with solid or hollow shafts can be combined with highly robust cast iron motors, e.g. ring fin types, as well as with smart decentralized drives that are suitable for applications throughout the industry.

Roller table drives are a case in point for highly available, heavy-duty systems featuring superior resilience – they must withstand a harsh environment with high ambient temperatures, heavy shocks and vibrations and heavy loads, and have to provide stalling capability. Gears in these applications require an especially robust housing material that accomplishes vibration absorption, typically, EN-GJL-200 (GG20) or EN-GJS-400-15 (GGG40).

Configuration options include reinforced shafts e.g. made from 42CrMo4, special coatings, synthetic lubricants, and special Labyrinth seal designs. Roller table motors must deliver high starting and breaking torques, run at variable speeds, and be capable of instantly reversing direction. Frequent acceleration and deceleration is the rule; operating modes in these applications vary greatly, with S1, S5, and S9 duty most frequently required. Every roller table

motor’s load torque must be high enough to reliably handle overload, i.e. cover for a neighboring drive system in case that unit

should fail.

These motors will usually be either ring-

“NORD partnership with Steel and Metals is as strong as Steel, we have

presence over 5 Decades Globally - truly Partners in Motion.”

Muthusekkar

Managing Director, NORD India

fin or straight-fin totally enclosed non-ventilated (TENV) types, which NORD manufactures from high-strength cast iron

that ensures maximum shock resistance. Featuring a larger amount of material as well as larger bearings and shafts, these systems

withstand greater loads and have a longer service life than conventional industrial motors in the same performance range. However, NORD also provides alternative motor solutions featuring various modes of ventilation. Ancillary components such as brakes or incremental or absolute encoders can be supplied as well.

While most areas in steel plants are hot and dry, with temperatures reaching 60 °C or more, there are also some like descalers, rolling stands, and sections such as cooling lines where conveyor drives must additionally provide IP66 ingress protection against spray water. Steam can pose a considerable corrosion threat as well. ISO F insulation will suffice for drives in many cases, but class H motors must also be available on request to address particularly demanding conditions. NORD’s extensive range of dedicated drive products and proven metals sector know-how ensure that steel industry OEMs, EPC contractors and end users always have the full range of options at their disposal. For further details visit www.nord.com

Configuring highly resilient drives for the steel industry, NORD can draw on an extensive range of industrial gears, parallel shaft gears, helical inline gears, helical bevel gears, and

helical worm gears, and cast iron motors


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INNOVATION

Dripex: An Innovation in Irrigation Pipe Plant

A new paradigm in the era of Drip Irrigation Solutions has been offered to the industry by Rajoo promising excellence in extrusion. Arrival of highly productive flat drip irrigation pipe plants with the largest installation base is a boon for the Indian industry. The plant is assuring to be economical with its fast, flat, reliable features.

Round drip plant system has been accessible since long but

flat drip is a new technology and is much more cost –effective compared to round-drip. Auto detection and auto adjustment control for dripper hole in Dripex ensures convenience and precision with max output of 150 kg/hr to 300 kg/hr, high corrosion resistant and long useful life. The pipe OD is 12 mm to 20 mm and Drippers insertion 200/min to 600/min with line speed ranging from 10 mpm to 150 mpm.

According to Rajesh N Doshi, Chairman and Managing Director the entire line is divided in two main processes: 1. Extrusion & down stream 2. Dripper Insertion and Perforation and winding. Extrusion is the core strength so the development part is managed with an ease while for insertion, perforation and coiler unit the most established partner is chosen– Mopline

of Israel. He also stated that synchronization between both the processes would be challenge.

The device has two insertion modes, Continuous Inserting and Intermittent Inserting. In Continuous Inserting, the drippers are continuously moving; the Inserting Wheels rotational speed is dependent on the speed of the pipe

“Our years of experience and extensive

design efforts and of-course efficient Project

Management has put the machine up and

running at rating speeds within 2 days at

customer’s premises. R&D is part of our

process. We develop the machine as per

market requirement and operator friendly.”

Rajesh N Doshi

Chairman & Managing Director

“While we associate with a number of extrusion machinery companies world-over, I must say that we are very excited about our relationship with Rajoo Engineers. In a short time we have seen significant success and with a strong market understanding and high brand value, I am very confident that the company is going to further strengthen its position of leadership in the Indian markets in coming times.”

Erez Yiflach

Founder, Mopline Machshevet Ltd, Israel

I am in the business of making drip irrigation pipes from last 15 years and

extruded such pipes from various extruder from more than 5 different suppliers. The

surface finish of the drip pipe which we are getting from RAJOO extruder is excellent.

Jaman Baldha MD, Balson Pipes, Rajkot

Based in Rajkot, Rajoo Engineers Limited made a modest beginning in 1986 and has today emerged as an undisputed global player in blown film and sheet extrusion lines. Being a technology driven Company, product innovations, adaptation, world-class quality, state-of-the-art workmanship, increased energy efficiency and high levels of sophistication and automation have become the hallmark of Rajoo products on a global platform and have been successfully competing with the established world leaders. This time they have come up with one of their most successful innovation-Dripex.


www.martupdate.com 31June 2014 www.martonline.in 31June 2014

rise that cause related problems of water scarcity for the massive demand of agricultural production. Thus there is a demand for micro irrigation systems, for proper water and resource management in agriculture, greenhouse and landscape irrigation. As the Indian agriculture industry requires; it’s flat, it’s fast, it’s reliable, it’s very economical; so it’s got to be value for money.

The initial response was quiet promising and it took 2 days to start commercial production at a very high speed. India dependent on agrarian economy needs such innovations will help the agriculture sector of the country. The innovated pipes with flat drip have already reached the farmers in various corners and it is proven to be an accomplishment at a very economical rate.

and the desired spacing. In Intermittent Inserting, the drippers are inserted one at a time. The Inserting Belts insert one dripper and stop. The Intermittent Inserting can be used to produce coils with grouped drippers where the spacing dimension is changing.

Dripex is unique and efficient with its energy efficient grooved feed-barrier screw extruders and servo driven inserting device for dripper. Stainless steel vacuum sizing tank is used for long life having high speed servo controlled haul-off unit. High speed fully automatic turret type coiler is available and also guarantees that all parts are CNC machined. The product is designed and manufactured indigenously apart from insertion, perforation and winding device.

India always faces population

We have 5 Round Drip Irrigation Extrusion

Systems from 4 different suppliers but when it

comes to Flat Drip Irrigation Extrusion System

which requires higher technological advancement

and skill, we chose Rajoo. Our machine got into

commercial production within just two days of its

installation. This exemplary performance made

us order another machine with Rajoo.

Rameshbhai Khichadiya Managing Director, Captain Polyplast Limited

We already have 3 extruder from various

supplier including Rajoo for round drip

irrigation pipe plant. Admirable after sales

service lead us to placed second order of flat

drip irrigation line to Rajoo only. Rajoo team

always stands on toes to serve their customers.

This excellence in extrusion comes with the

proven support system thatRajoo is known for.

Ashok Baldha MD, Bhumi Polymers, Rajkot


Can you please let us know more about your new innovating project Drip Ex Drip Irrigation Pipe Plant System?

Round drip has been in existence since long but flat drip is a new technology in India and is much more cost –effective as compared to Round-drip. However, we offer both the systems.

The drip irrigation extrusion system for the flat dripper comes with the servo driven dripper insertion device. The 3-axis mechanical adjustment system of vacuum tank with servo controlled lateral position allows quick precise positioning. The optimum pulling force and synchronized function of servo system prevents ovality in pipes. The drippers come with varied flow rates options and are fed by a centrifugal feeder onto a conveyor belt. A lightweight, mechanical and servo controlled backed up dancer assembly is provided to maintain tension of the pipe. Pipe thickness of 0.15 – 1 mm, automatic winder speed of 180mpm and hole punching unit of 900 - 1000 dripper per minute are other defining parameters. Typical systems come with an 80 mm extruder. Auto detection and auto adjustment control for dripper hole ensures convenience and precision.

The winder is furnished with automatic length counter and auto splicing push button and capable of taking max coil diameter of 750mm. Rajoo also provides a fully automatic coil wrapping machine for pipe packing.

The processing industry comes with an immense need-for-speed – a critical evaluation parameter for every buyer. Rajoo is pleased to announce that it has successfully demonstrated an operational speed of 150 meters/min at customer’s site, a distinct cut above the other available systems.

What strategy has been relied

on for the sales of Drip Ex Drip Irrigation Pipe Plant System?

Rajoo has now become the supplier of highest numbers of Flat drip Line across the India. Proven installations of the machines gain customer’s confidence and generate repeat business. Our emphasis is on customer satisfaction in all aspects.

What was the initial response from the market about the new product?

Excellent. Machine supplied by Rajoo, only took 2 days to start commercial production at rated speed. We were granted a repeat order. The pipes with flat drip have already reached the farmers in various corners and it is successful from all aspects.

What is the potential of Drip Ex Drip Irrigation Pipe Plant System in India and Abroad?

Rising population, causing massive demand for agricultural production, and increasing water scarcity-related issues, has created massive demand for micro irrigation systems, for proper water and resource management in agriculture, greenhouse and landscape irrigation.

The global micro irrigation market is growing at an unprecedented rate over the last five years. The growth is largely fueled by the growing water scarcity concerns as well as resource and yield optimization. This growth is particularly higher in regions such as Africa, Middle East and and Asia Pacific.

Sunil Jain

President, Rajoo Engineers Limited


P S Satish

[email protected]

As a continuation of last article, we will discuss on few more points to manage SME’s better in India

Journey Towards Excellence Managing a SME in India - Part 18

MANUFACTURING EXCELLENCE

30. Focus on performance measurement

It is said that anything that cannot be measured cannot be improved. If we need to improve a standard, we should have a measure to know where we are and then define the degree of improvements needed. One of the principles of TS16949 certification is that decisions are made based on Data. The emphasis here is some way of measurements as data which could be of past, present or future.

Typically, 50-70% Data should be good enough for a decision. Too much of Data may lead to analysis paralysis delaying the whole process. What to measure varies from industry to industry and cannot be generalized. Measuring parameters can change over time as needs change. It should be simple and easy to use. Purpose should be to foster improvements rather than monitoring for the sake of doing.

In this article, we try to look at important performance measurements applicable for manufacturing engineering industries.

My friend runs a recruitment company and employs lot of Recruiters whose job is to hunt for candidates for Customers. When I asked him, how their performance is measured, he said, ‘It is simple. In this business, if we call 100 candidates, we find less than 10 who can be shortlisted. That means, more we call, probability of getting right candidate is more. So one of measure we kept is how many

calls are made per day and we are getting good results’.

All performance measures cannot be quantified. Qualitative measures can be converted or linked to a quantitative measure. For example, it may be difficult to measure Customer satisfaction when he uses a product for some time.

One measure could be frequent calls (not too often) to Customer to know how happy they are with the product on a particular scale. Total calls for various Customers (say 100 no) in a particular period may give an indication to the company of degree of satisfaction of their Customers who uses their product.

Measurements done should drive to analyze and improvements. Measuring only for the sake of doing is just a waste of time. I was consulting a company. When I visited them first time, the plant Manager showed me a file where he used to get report from their purchase manager every day on level of Inventory. He was proud to tell me that this report is maintained for more than one year. I asked purchase Manager how much time he spends to prepare that report. He said one hour. Unfortunately, I did not see any efforts either to reduce inventory. I also noticed that they were not looking for software like ERP to reduce reporting time, accuracy and as an aid to support inventory reduction.

Performance Measurement for Engineering Companies

The attempt should be to have performance measurements metric in all areas of the company. Traditionally, focus is mainly on financial

measures. With the increase of expectations of Customers in the area of Quality, Performance and flexibility, there is a need to look at aspects beyond financial parameters. Parameters should be relevant. For example, in order to reduce w-i-p and increase flexibility, measuring set-up time of each station is better than measuring w-i-p inventory.

According to LNS research, metrics in the area of – Financial, Inventory, Innovation, responsiveness, efficiency, quality, maintenance and compliance are predominant. I have changed here Inventory to supply chain management to enhance the scope.Let us look at each one of them closely. Though there are possibilities of hundreds of measures, we touch on important ones.

A. Financial

• Debt to Equity ratio – Indicates ability to finance company’s assets • Current ratio: Current asset/Current liabilities – Indicates ability to payback short-term obligations. Current refers for 1 year. Current assets include cash reserve + marketable securities + accounts receivables + Inventory. Current liabilities include payment due to suppliers and creditors. • Return on equity : Net income/shareholder’s equity • Quick ratio: (Current assets – Inventories)/Current liabilities – Measure of short term liquidity. Inventories are deducted here since it is difficult to convert them to cash. • Net profit margin : Net profit/

Net sales • Growth of sales volume over years

B. Supply chain Management

• Inventory turns – Ratio of sales against average Inventory in a given period • Aging of Inventory • Period of holding inventory in days compared to sales • Inventory carrying cost as a ratio with sales volume • Inventory written off and reason • Inventory accuracy - Mismatch of physical inventory compared to system • On time delivery • Order fill rate • Backorders • Logistics cost total as percentage of sales • Outbound freight cost as percentage of sales • Inbound freight cost as percentage of purchases • Premium freight costs • Transport damage claims as percentage of freight costs

C. Innovation

• Rate of new product introduction/ number of samples approved • Cycle time for engineering change • Number of Kaizens (Improvements) done

D. Responsiveness

• Service level for responding to enquiries from Customer • Response to Customer complaints • On time closure of actions from Customer audits • On time delivery of samples • Adherence to schedule

E. Efficiency


• Cost of quality – Includes cost of defects, appraisal and prevention • Number of Customer complaints • Defect rate of parts from suppliers at inward inspection • Rejection rate at final inspection • Internal rejections • Scrap generated

• Warranty claims • First pass yield – Helps to minimize rework

G. Maintenance

• Ratio of emergency maintenance versus planned maintenance • Downtime of machines as ratio of operating time • Spare parts costs

H. Compliance

• Adherence to due dates to comply with statutory requirements • Adherence to Customer audit

• Value-added analysis ( Ratio of non-value added activity/Value added activity) in a cycle • Value addition per employee • Cost productivity • Cost savings as a percentage of sales with focus on elimination of wastes • Consumables per unit of production. E.g. Tool cost • Capacity utilization • Throughput – How much product is produced on a machine in a specified period of time • OEE (Overall equipment effectiveness): as individual equipment and as group of equipment – takes into account availability, performance & quality. Can capture loss of hours due to non-availability of material, breakdown, power failure and absence of labour • Consumption of compressed air, electricity as a link to unit of production • Average set up time

F. Quality

action due dates • Meeting due dates to comply with quality system certification • Number of accidents per month. Target is 100% safety

Other soft parameters are teamwork, morale, motivation etc. These are difficult to measure in absolute terms but degree can be identified by using survey, interview and so on. The measurement alone is not a solution. It gives only an indication of where we are and in which direction we are heading. But this becomes basis to set targets to improve. The targets can be either from past achievements or from bench marking. When there is a gap between target and actual, corrective actions have to be initiated. It is important to have owners for each of measurement. In industries, performance measurements are also called, KPIs (Key performance indicators).

Too many indicators will lose the focus and limit to few important ones depending on the industry, product and Customer expectation. CEO should monitor key performance indicators at least once in a month to initiate corrective actions when deviation is found against target. Metrics helps to move the bar upwards slowly in a sustained way. Visual display through charts, graphs and signals are better than to presenting as tables.With this input, start thinking on what parameters to be measured in the company.

I will continue the series of article in the next issue. Please send your inputs,remarks,suggestions to P S Satish, Mentor and Capability Developer, M/s Saraswati Industrial Services, Q 103, MantriParadise Apartments,Bannerghatta Road, Bangalore-560076. Do visit www.satishps.com. Have a good day.


QUALITY

In pursuit, the theme of ‘21st century learning’ often surfaces, a popular label that, while perhaps cliché, still seems to be necessary as we iterate learning models, fold in digital media resources, and incorporate constantly changing technology to an already chaotic event (i.e., learning).

Which comes first: Six Sigma or CMMI?

Abstract

This paper discusses the highly debated topic of “What comes first – Is it CMMI or Six Sigma” in any project management life cycle. This also tries to answer some of the questions viz. Given a project should we adopt CMMI methodology or adopt Six Sigma concepts, What is the right mix, From where do we start etc.

Keywords

CMM – Capability Maturity Model; CMMI – Capability Maturity Model Integration; CPI – Cost Performance Index; DMAIC – Define, Measure, Analyze, Improve & Control; OTD – On Time Delivery; PDCA – Plan, Do, Check & Act; PM – Project Management, SPI – Schedule Performance Index

Introduction

When it comes to project executions, it is always a race for the finish wrt the deliverables viz. OTD (On time delivery), Defect reduction, Cost reduction, Productivity improvement, Efficiency improvements etc.

How does one package all of

these into one – is it Six Sigma or CMMI? As is commonly said “Six Sigma Does what CMMISees”.

What is 6 Sigma?

There is not one answer to what is Six Sigma.

The first answer to what is Six Sigma is that it is a management philosophy. Six Sigma is a customer based approach realizing that defects are expensive. Fewer defects mean lower costs and improved customer loyalty. The lowest cost, high value producer is the most competitive provider of goods and services. Six Sigma is a way to achieve strategic business results.

Another answer to what is Six Sigma is Six Sigma is a statistic. Six Sigma processes will produce less than 3.4 defects or mistakes per million opportunities. Many successful Six Sigma projects do not achieve a 3.4 ppm or less defect rate. That just indicates that there is still opportunity.

A third answer to what is Six Sigma is that Six Sigma is a process. To implement the Six Sigma management philosophy and achieve the Six Sigma level of 3.4 defects per million opportunities or less there is

a process that is used. The Six Sigma process is Define, Measure, Analyze, Improve and Control (DMAIC).

When answering the question what is Six Sigma understand that Six Sigma is not a set of new or unknown tools. Six Sigma tools and techniques all are found in total quality

management. Six Sigma is the application of the tools on selected important projects at the appropriate time.

Answer to what is Six Sigma:

Six Sigma is a highly structured process that helps focus on developing and delivering near-perfect products and services and to achieve sustained strategic results.

What is CMMI?

CMMI stands for “Capability Maturity Model Integration”. It’s the integration of several other CMMs (Capability Maturity Models). By integrating these other CMMs, it also becomes an integration of the processes and practices within the model in ways that previous incarnations of the model(s) didn’t achieve. The CMMI is a framework for business process improvement. It is NOT an engineering development standard or a development life cycle. Please take a moment to re-read and reflect on that before continuing.

The business processes of developing engineered solutions are the focus of

CMMI. This helps understand why it is most widely applied in software and systems engineering organizations. But, where it is applied is a significantly distinct matter from being anything even remotely akin to a standard or certification mechanism for the engineering or technology required to develop products. If an organization chose to do so, CMMI could be applied in the construction or even media production industries.

CMMI is meant to help engineering development organizations improve on their capability to consistently and predictably deliver the products their customers want, when they want them and at a price they’re willing to pay. From a purely inwardly-facing perspective, CMMI helps companies get from estimates to actual in the black. Without some insight into and control over their internal business processes, how else can companies know how well they’re doing before it’s too late to do anything about it? And if/when they wait until the end of a project to see how close/far they were to their promises/expectations,

CMMI

Six Sigma

Gorur Sridhar

[email protected]

Fig I: CMMI – Six Sigma Interaction Model

Fig2 : Project Management Structure



without some idea of what their processes are and how they work, how else could a company ever make whatever changes or improvements they’d want/need to make in order to do better next time?

CMMI provides the models from which to pursue these sorts of insights and activities for improvement. It’s a place to start, not a final destination. CMMI can’t tell an organization what is or isn’t important to them. CMMI, however, can provide a path for an organization to achieve its performance goals.

Furthermore, CMMI is just a model, it’s not reality. Like any other model, CMMI reflects one version of reality, and like most models, it’s rather idealistic and unrealistic -- at least in some ways. When understood as *just* a model, people implementing CMMI have a much higher chance of implementing something of lasting value. As a model, what CMMI lacks is context. Specifically, the context of the organization in which it will

be implemented for process improvement. Together with the organization’s context, CMMI can be applied to create a process improvement solution appropriate to the context of each unique organization.

Answer to what is CMMI:

CMMI is a model for process improvement from which (astute) organizations will abstract and create process improvement solutions that fit their unique development environment.

What does CMMI See?

CMMI is a process improvement tool. It ensures that the various ingredients of the project are mixed in the right proportions, optimized and the output is consistent. CMMI is the watchdog of the project planning and execution activities. CMMI keeps track of the various

Focus on process movement

Process measured and controlled

Process characterized for the organization & non proactive

Process characterized for projects organization & is often reactive

Process unpredictable, poorly controlled & reactive

Maturity Ladder

Optimizing

Quantitatively Managed

Defined

Managed

Performed

Six Sigma

Fig 3 : CMMI – Six Sigma – CMMI Model

Ensuring that the PM is in place

Primary Secondary

CMMI

CMMI

CMMI

Six Sigma

Six Sigma

CMMI

CMMI

Six Sigma

Six Sigma

Ensuring that a robust PM methodology is in place

Maturing from Level 2 to 3 to 4 to 5

Maturing from Level 3 to 4 to 5

Continuous improvement in the maturity levels

Table I : Primary & Secondary Functions

Level Process Areas Linked to Six Sigma (DMAIC) Phases

L-5 (Optmized) L-4 (QuantittivelyManaged)

L-3 (Defined)

L-2 (Managed)

• Causal analysis and resolution (CAR) - Analyze • Organizational performance management (OPM) – Improve & Control

• Organizational process performance (OPP) - Analyze • Quantitative project management (QPM) - Measure, Analyze & Control

• Decision analysis and resolution (DAR) - Analyze • Organizational training (OT) - Improve • Organizational process definition (OPD) - Define • Organizational process focus (OPF) - Improve • Risk management (RSKM) - Improve • Integrated project management (IPM) – Define & Control • Validation (VAL) - Analyze • Verification (VER) - Analyze • Product integration (PI) - Define • Technical solution (TS) - Analyze • Requirements development (RD) - Define

• Process and product quality assurance (PPQA) - Improve • Measurement and analysis (MA) - Measure • Configuration management (CM) - Define • Supplier agreement management (SAM) - Define • Project monitoring and control (PMC) - Control • Project planning (PP) – Define • Requirements management (REQM) - Analyze

Table II : Mapping CMMI Maturity Level Process Areas to Six Sigma Phases1



metrics like SPI, CPI, etc. and raises a flag.

What does Six Sigma Do?

Six Sigma takes the cue from CMMI and irons out the issues raised. It ensures that the metrics are well identified, monitored, controlled and kept under check. It keeps a tab on the variation and adopts a continuous PDCA cycle thus helping in the process improvement.

The CMMI – Six Sigma interaction model can be rightly represented as a balancing act between the two as shown in Fig. 1.

Peeling the onion of Project Management reveals the structure as shown in Fig 2.

So what comes first depends on the approach we take, is it an Outside-In or an Inside-Out view?

How do we address this issue?

As shown in the Fig. 3, the model packages both CMMI and the Six Sigma approaches in achieving CMMI maturity. Without Six Sigma & CMMI, it would not be possible to quantitatively manage the process and achieve a maturity Level 4 or Level 5, so also without CMMI & Six Sigma, it would not be possible to achieve robust project management practices.

The Table I indicates the Primary & the Secondary functions of both the methodologies trying to answer the above ‘Chiken or the Egg’ dilemma.

The handoff between CMMI & Six Sigma takes place at various stages on a continuous basis and is quiet seamless.

The Table II shows that both CMMI & Six sigma are integral in any successful Project Management.

The Table 3 gives a snapshot of the similarities between the CMMI & Six Sigma methodologies and the tools being used.

Engineering

Project Management

Process Management

Support

CMMI Process Areas Six Sigma tools

Validation FMEA Normality test

Verification FMEA Gap analysis Product Integration Flow chart Technical Solution Pugh matrix

Requirements Development QFD Brainstorming Kano analysis

Requirements Management Process map In frame / Out of frame

Quantitative Project Management Hypothesis testing

Risk Management FMEA FMEA FTA

Integrated Project Management Gnatt chart

Supplier Agreement Management Gnatt chart

Project Monitoring & Control Gnatt chart

Project Planning Gnatt chart QFD

Organizational Performance Management Bench marking

Organizational Process Performance Process map

Organizational Training Baselining

Organizational Process Definition Gap analysis

Organizational Process Focus Gap analysis

Causal Analysis and Resolution Fish bone Hypothesis testing

Decision Analysis and Resolution Pugh matrix Scatter plot

Process and Product Quality Assurance Baselining VOC Measurement and Analysis Pareto

Configuration Management Gap analysis

Bench marking VOC

Process map

Benchmarking

Table3 : Similarities between CMMI & Six Sigma methodologies


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TALENT MANAGMENT

Developing your Sales Leadership

One of the best definitions of leadership, as applied to sales, comes from former US president Dwight D. Eisenhower. Eisenhower described leadership as “the art of getting someone else to do something you want done because HE wants to do it.” Another great definition comes from Peter Drucker, the dean of modern management. Drucker was quoted saying that “Effective leadership is not about making speeches or being liked; leadership is defined by results, not attributes.”

Let’s look at the first definition. Any sales manager can simply use his authority to get his teams to perform their required tasks. However, this creates a sense of obligation, rather than ambition. Constantly asking their team members to do things can create a culture of resentment. Additionally, it is unlikely that tasks performed begrudgingly will be executed at a maximum level of quality. Therefore, effective leadership must entail getting your followers to buy-in and fully commit.

On the second point, sales success is largely a function of results - how much did you invoice? Was it more than last quarter? Are our company and its revenue growing? All your sales leadership efforts will be nil if the results aren’t there. That’s why the best sales managers and sales leaders are also numbers-driven, relying on factual data as evidence of their effectiveness. Running their organizations or

businesses analytically and by the numbers allows them to make stronger decisions based on real data, not gut instinct.

Language of a Leader

As sales organizations across the board struggle to cope with changes in buyer behavior, due in part to an increase in buyers’ access to information, sales leaders are focusing their efforts on driving effective sales transformation. Indeed, most sales leaders are being tasked with shifting their organization’s selling approach away from solution selling towards insightful selling. But executing this shift is demanding more than effective management from sales leaders; it requires ‘transformational leadership’.

If you look at transformational leadership, it’s the capacity to motivate followers to higher levels of performance.

Transactional leaders motivate others to perform tasks by appealing to their own self-interest and offering something in return for their work whereas transformational leaders are able to raise consciousness of the significance of specific outcomes and offer followers a purpose that goes beyond short-term goals by focusing on intrinsic needs instead.

If we look at how sales leaders today prepare to drive long-lasting change in their organizations, it would be probably that the

transformational leaders will be those who are able to not only change their sales environments, but also change sales people in the process.

Top executives set the tone for the company. If all they talk about is “hitting the numbers,” what message is actually getting through? Not a good one, says Earle McLeod, a Sales Leadership Expert at Forbes. “Leaders have to train themselves to speak about the impact they have on customers and always start with that. It’s always seen that sales leaders cannot push down orders at their people all the time; you have to provide context and get people’s input.” They can manifest this when coaching their sales team.

It’s always important to have a customer perspective and when speaking with a sales team member, ask them, ‘How will this customer be different as a result of doing business with us?’ If every training conversation includes that

The challenge facing many sales managers and business leaders is the transfer of selling skills that made them a top sales performer to their team. When you take on the role of a sales leader, it’s no longer about ‘what you can deliver; it’s about what you can get others to deliver’.

Pavan Sriram

[email protected]

question, it will have a dramatic impact.”

IQ vs. EQ in Sales Performance

A common perception of a good salesperson places emphasis on personality over brains. However, as today’s increasingly complex market places both cognitive and emotional demands on salespeople, there may be more to the story. Experts at Harvard Business Review believe that today’s sales performers need both relational skills and cognitive skills to succeed.

So what does the data tell us? An intriguing study conducted in 2008 by Professor Verbeke and his colleagues examined the relationship between general Mental ability (IQ), People skills (EQ or EI) and Sales performance. To no one’s surprise, they found sales reps higher in people skills achieved higher sales volume. What shocked sales organizations was the data that found


TRANSFORMATIONAL LEADERSHIP

Translating Strategy

Into Action

Building Strategic

Relationship

Developing Employee Capability

Leveraging Your Emotional

Intellegence

Leading Through Change

www.martupdate.com 39June 2014 www.martonline.in 39June 2014 www.martonline.in 39June 2014

intelligence also had a positive relationship with sales volume but only for salespeople who were also high in people skills.

The simple takeaway here is that, as always, hiring salespeople with both IQ and EQ is the best option. However, if you must choose, it is better to prioritize social skills over intelligence.

Furthermore, researchers state that social competence “is learned through training and personal experiences”. This means that the social skills that predict sales success can not only be assessed for pre-hire, but they can also develop through on-the-job training.

So how does Emotional Intelligence (EI) help?

Emotional intelligence training

helps sales managers better diagnose performance issues and become more effective in their role as sales leaders and coach. Sales managers with this knowledge base develop sales teams that consistently achieve revenue goals, even in tough economic times.

Three Critical Leadership Behaviors

There are three leadership behaviors that are essential to creating an environment where high performance is both inevitable and sustainable - vision, challenge, and support.

a) Leaders must develop and communicate a compelling vision that inspires people. Employees will be able to connect emotionally with this strong and meaningful vision and secure their commitment and engagement.

b) Sales leaders must challenge

people to ensure they remain focused on delivering high performance. While we all know that levels of challenge within sales teams are notoriously high, leaders should challenge individuals to work more collaboratively, sharing best practices and lessons learned regularly.

c) The third key leadership behavior is support, often in low supply within competitive sales teams. Sales leaders need to ensure they individualize the support they provide. They must understand how the pressurized environment affects people differently. Whether they are crumbling under pressure to perform, or running around for sales closures, leaders must support individuals appropriately.

The sales leadership job is one

of the toughest in business today - it is a few critical jobs rolled into one: super seller, coach, strategist and business leader. I have had the chance to work with some of the best sales leaders over the course of my career and have observed that the most successful among them possess key characteristics: the five keys to being a great sales leader are.

1. Create metrics that mark progress: Use measures that are indicative of progress toward those goals - successful sales calls, implementation planning meetings, and the like are examples. The key difference is creating a balance of lagging indicators and leading indicators. Having both is vital to success.

2. Pay attention to YOUR selling ROLE: Playing selling roles like being an observer or a team-mate at times has a unique purpose and impact, so

it is imperative that the sales leader is intentional about what role they are playing as they support business development efforts.

3. Focus on creating value: Success in selling is far less about what they are selling and increasingly about how they sell. Said simply, it’s about how, not what. Sales leaders can engineer the sales experience of customers to be one that is worth paying for.

4. Forecast the customer: One of my mentors often said “if you want to learn how to sell, learn how buyers buy. It’s important to know milestones of customer behavior and joint accountabilities to have a considerable impact on forecast accuracy.

5. Motivate with recognition and rewards: To reinforce behaviors needs to be more


frequent. Top performers value financial rewards for certain, but they also crave regular feedback on performance, autonomy, and degrees of freedom.

All successful sales people have what it takes to be among the best sales leaders if they are willing to make the commitment to develop the skills and qualities that support sales leadership. I look forward to hear your feedback and comments on how you are developing your sales leadership organization.

Pavan Sriram is the Founder and CEO of ITTIGE Learning, a performance-based training company that works with c-level executives to improve learning outcomes.

For further details contact Pavan Sriram at [email protected] one-quater to one-half of all job success can be

attributed to aspects of EI. IQ by contrast, accounts for

more than one fifth and many contribute as little as 1%

www.martupdate.com40 June 2014www.martonline.in40 April 2014www.martonline.in40 January 2014

The Award goes to Delta Ultron EH Series 10/ 15/ 20kVA

MART UPDATE

The honour of the most innovative & energy efficient UPS product for 2014 is given to Delta Ultron EH series which is a milestone for Delta India MCIS. This award bestowed on Delta Ultron EH will gain appreciation and provide them a prestigious position in IT channel segment. Delta Ultron EH Series 10/ 15/ 20kVA is a true online uninterruptible power supply device with three-phase four-line input and single-phase output, which can provide a reliable and stable sine wave power supply to protect mission critical applications from

downtime, data loss and corruption. The Ultron EH Series UPS provides clean power supply for server rooms, communication systems, computer network systems, medical treatment systems, surveillance systems, factory equipment, and more. Delta’s Mission Critical Infrastructure Solutions (MCIS) business unit (BU) has developed a variety of UPS solutions. Positioned as “The power behind competitiveness,” the MCIS strives to play an important role in making the customers’ businesses and operations more

competitive. They aim to provide highly reliable and efficient power management products, including UPS and datacenter infrastructure solutions that ensure the continuity of mission critical operations and better total cost of ownership (TCO).

“The recognition is a testament of the distinctive capability of

Delta Power Solutions to adapt to a dynamic business environment

and deliver innovative and energy efficient products”.

Mr. Suhas Joshi Vice President, Delta Power Solutions (India) Pvt Ltd

“STEER has always valued the culture of progress arising from our positivity

towards accepting challenges and our dynamism towards accepting change.

The triumph and joy that every great achievement has brought us has been

due to our ability to perform as a solid team. Atanu brings an outstanding

record of driving shareholder value & embodies deeply the founding

principles and values of our organization. He is gifted with the grit and

determination to examine deeply and focus on the essentials for success.”

Dr Babu Padmanabhan

Founder & Managing Director, STEER Engineering

Atanu Maity to steer STEER Engineering STEER, a globally acknowledged force in the polymer processing machine industry and a creator of state-of-the-art products catering to the polymer, powder coat, pharmaceutical and food processing industries announced Atanu Maity as President and Chief Executive Officer. He is credited as one of the major contributors of successful growth of STEER Engineering.

Atanu Maity is the beholder of Masters in Management from London Business School and has a B.Tech from IIT – Madras with more than 25 years of global industry experience and leadership to STEER, including rich experiences in Business Development, P&L leadership and market innovation as well as strategic partnerships. He joins STEER from Ingersoll Rand where he served as Head - Business Operations for Climate Solutions. During his tenure, Climate Solutions vertical at

Ingersoll demonstrated strong growth in revenue, income and active client base. Being a leader of several successful projects he acquired leadership position at Schlumberger which is a global leader in Oilfield services.

STEER is one of the leading companies in the field of Materials Development started with a vision to create intelligent technology for a rapidly growing world, holding the hands of Dr. Babu Padmanabhan in the year 1993.


FieldScout® CM 1000 NDVI MeterAn essential tool for effectively managing your nitrogen program

Auro Electronics offers the new FieldScout CM 1000 NDVI Meter of Spectrum Technologies, Inc., the manufacturer of the popular WatchDog Weather Station and Data Logger lines. It uses “point-and-shoot” technology to instantly measure reflected light in the red (660nm) and near infrared (840nm) spectral bands. The CM 1000 NDVI Meter uses these measurements to calculate NDVI. The higher the NDVI measurement, the healthier the plant.

For further details contact Auro Electronics (India) Pvt Ltd, Ambala Cantt, Telefax: +91 171 2630970 Mobile: +91 9315101170 E-mail: [email protected]


Freudenberg sustains success in India With Innovative product portfolio and additional investments

The Freudenberg Group in India successfully withstood the challenging economic conditions in the region in 2013. Compared with 2012, sales rose slightly to Rs. 1,128 crore from Rs. 1,114 crore of previous year. In 2013 Freudenberg had a direct presence in 32 locations and employed 3,453 associates in India.

Indian developers to cooperate with international teams

A dedicated innovation culture is one essential cornerstone of the Freudenberg Values & Principles. In 2013 the Group invested Rs. 1,934 crore into R&D aiming to foster its innovative potential. Freudenberg companies in India have proven to be highly valued sources for innovation.

CO2 reduction in the automotive industry

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 minimizing friction losses in conventional drivetrain technology, optimizing the combustion process, supporting modern downsizing concepts and start-stop systems, as well as reducing weight.

Freudenberg also offers material and sealing solutions for alternative fuels and drivetrain concepts. Viledon eee.sy (energy efficiency enhancement system) is a third example illustrating Freudenberg’s innovative capacities. Nowadays the technology, originally invented for the Indian market, is used worldwide, supported by a competence center in India.

Further Investments in India

In accordance with its long-term development strategy, Freudenberg continues to invest in the country. EagleBurgmann KE opened a new state-of-the-art production facility in Chennai in March 2014. In addition a new Research & Development facility of EagleBurgmann India, a joint venture of Freudenberg and Japanese EKK Group, was opened in Pune. Freudenberg’s major investment in India is

the production plant in Mysore operated by Klüber Lubrication and Chem-Trend.

Strategic and social engagement in India

The Freudenberg Group underscored the importance of the Indian market for its global business development by opening the Freudenberg Regional Corporate Center India (FRCCI) in Bangalore in June 2013. Social responsibility is anchored in the Freudenberg Values & Principles. The Freudenberg Training Center in Nagapattinam, opened in 2008, has already trained almost 350 young Indians and will be further supported by the Group to provide education opportunities to young people in the long run. In 2013 Freudenberg Filtration Technologies India, located in Pune, won the Freudenberg “We all take care” Award in the category “Corporate Social Responsibility”.

From Left to right : Cornelia Buchta-Noak, Head of Corporate Communications, Freudenberg, Dr Jorg Matthias Grossmann, Chief Financial Officer of Freudenberg Chemical Specialties and Regional

Representative India of the Freudenberg Group, Viju Parameshwar, President & CEO of Kluber Lubrication India and Georg Graf, Chairman, Freudenberg Regional Corporate Center.


Indo German Business Conclave @Kolkata VDMA and ASSOCHAM co-organize the first of its conclave

For the first time Kolkata was privileged to host Indo-German Business Conclave organized by VDMA and ASSOCHAM. The event was highlighted by several dignitaries from all over the world with Mr. Rainer Schmiedchen, Counsel General of Federal Republic of Germany as the Chief Guest. Mr. Debmalya Banerjee, Regional Director, ASSOCHAM emphasized the role of the German engineering industry in India since independence.

Mr. Rajesh Nath Managing Director of VDMA India enlightened the audience with the theme “Indo – German Trade in Engineering Sector”. He informed that the slowdown in the Indian economy adversely affected the export of German plant and machinery to India in last financial year. Mr. Rainer Schmiedchen, Counsel General of Federal Republic of Germany

in Kolkata released the publication “German Machinery Industry newsletter” and focused on the strengthening bond between India and Germany by discussing the various facade of relationship between these two traditional partners including Free Trade Agreement, skill development programme through vocational training.

The impressive presentation of Mr. MRV Johnson, Chief Marketing Officer, Voltas Material Handling / KION group on “KION way of Material Handling” put light on KION and its Indian representative Voltas Material Handling since its takeover in 2011 from Tata Group.

Senior Experten Service or SES is a leading German organization for voluntary assignment carried out by retired specialist worldwide in the field

of technology, healthcare, education, trade, administration and sales. The joint presentation by Rajesh Nath & Ms. Ludmilla Schreiner from VDMA provided a detailed knowledge on “German specialist for Indian Industry through SES program”.

Mr. I Sen, Managing Director, International Combustion; Ms. S Pandit, Managing Director, Phoenix Conveyor Belt; Mr. D K Vyas, Chief Executive Officer, Sri BNP Paribas; Mr. Subrata Mitra, Director, M N Dastur & Co ; Mr. Ashis Nundy, Managing Director, Mathews Group were the panel members discussing vividly on Indo-German Trade. While sharing their personal experiences they concluded that offering quality product through cost reduction, localization to maintain profitability would be a challenging task for the German machinery industry.

www.martupdate.com42 June 2014www.martonline.in42 April 2014

Han® High Temp from Harting

Han® High Temp is a new product series that is based on Harting’s well-established Han® B and Han® E series. Harting used high-quality materials with wide temperature ranges to produce connectors that are uniquely suited for a wide variety of applications.

These connectors can withstand temperatures up to 200 °C – so they can be used directly in machines and facilities that would otherwise require cumbersome and complex constructions.

For Harting users, this delivers direct advantages:

• The electro-mechanical design process is optimized. Machine parts which are exposed to high temperatures can be designed modularly.

• The work process is optimized since lower wiring complexity results in reduced maintenance costs.

• The after-sales phase is optimized because this more service-friendly

approach results in less outages and down times.

Design overview

The basic structure of the Han® High Temp connector consists of a bulkhead mounted housing and a cable-side hood.

Hoods and housings:

The aluminium die-cast hoods and housings feature a highly compressed surface with excellent non-stick properties. It also has a special non-stick coating on the bulkhead-side seal which allows easy handling without significant sticking.

Inserts:

The Han® High Temp series features very rugged contact inserts, which are really the heart of any connector. The LCP injection-moulded insert delivers outstanding temperature resistance coupled with excellent mechanical stability.

Contacts:

Harting new temperature resistant contacts, for either screw or crimp terminations, ensure reliable connections with minimal contact resistance even at extreme temperatures.

For further details visit www.harting.in

ElMeasure launches Motor Protection System

Elmeasure, the technology leader in Energy Management Products and Solutions has launched a sophisticated product ‘Motor Protection System / Unit’.

The product built with advanced features and functions helps the user to protect critical motors and equipment from unforeseen failure due to voltage, frequency abnormalities, overload, under PF, single phasing, unbalance on both voltage and current, neutral current and phase reversal. It can also detect winding shorts and displays reason for tripping for

future correction.

With many more unique features this product helps to avoid raw material and manpower wastages leading to improved productivity and better profits.

For more details email [email protected] or log on to www.elmeasure.com

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FARO Technologies, Inc. (NASDAQ: FARO), the world’s most trusted source for 3D measurement technology, received the Geospatial Technology Innovation Award at the Geospatial World Forum 2014 in Geneva, Switzerland on 8 May 2014. FARO clinches the award under the LiDAR 3D Modelling category with its star performer, FARO® Laser Scanner Focus3D X 330, a high-speed 3D scanner with extra-long range.

Into its fifth year, the awards ceremony was held during the forum to honor companies and organizations all over the world for their efforts in advancing the geospatial industry. A total of 37 awards were conferred for Application Excellence, Leadership, Policy Implementation, and Technology Innovation.

FARO Clinches Technology Innovation AwardThe judging panel that assessed the entries comprised of academia and experts from the industry – including Prof. Fraser Taylor, Distinguished Research Professor at Carleton University; Aida Opoku Mensah, Director, ICT, Science and Technology Division at the United Nations; Matt O’Connell, President of MOC Partners; Prof. Henk Scholten, CEO of Geodan and Scientific Director of the SPINlab at the Vrije Universiteit Amsterdam; and David

Schell, Chairman of the Open Geospatial Consortium. Of the many unique features that the device possesses, the Focus3D X 330 is often lauded for its ultraportable design, ability to scan in direct sunlight, integrated sensors, and extra-long range scanning abilities. The geospatial community considers the Focus3D X 330 an ideal tool for a variety of applications,

including 3D modeling, as-built documentation, scene-of-crime recording, building surveys, as well as heritage preservation.

Designed with the user in mind, the Focus3D X 330 is a high-speed 3D laser scanner for detailed measurement and documentation that surpasses previous models in functionality and performance.

“FARO is a proud recipient of the Geospatial Technology Innovation Award at the Geospatial

World Forum 2014 in Geneva, for FARO® Laser Scanner Focus3D X 330. This award is a

recognition of our technical expertise in developing portable devices for the geospatial industry,

and FARO is honored that the Focus3D X 330 is widely considered as an ideal tool for the

geospatial community. As the world’s most trusted source for 3D measurement technology, FARO

looks forward to bringing new cutting edge devices to more industrial users.”

Harkiran Sandhu Country Manager, FARO India

The device considerably reduces the effort involved in measuring and post-processing, and also boasts of increased measurement accuracy and better noise reduction. Offering portability, ease of use and performance all at the same time, the Focus3D X 330 keeps FARO in a leading position in the geospatial sector, as the only provider that provides such a technical achievement.

Jungheinrich Unveils New Generation of IC Powered Forklifts

Jungheinrich unveils a completely re-designed generation of IC (Internal Combustion) engine powered forklift trucks at CeMAT (May 2014 in Hanover). Engineered and manufactured in Germany, these general purpose, reliable and rugged trucks deliver above-average throughput rates with simultaneous low fuel consumption.

The new generation stackers handle payloads of up to 3,500 kilogrammes, with maximum stacking height of 7.50 metres. Jungheinrich is simultaneously launching two new series of internal combustion engine powered counterbalance forklift trucks -- hydrodynamic torque converter drive trucks in the DFG/TFG 316-320 and DFG/TFG 425-435 model ranges.

Suitable for Tough Operations in Different Climate Zones Kubota engines power all

of these trucks, which are manufactured at the Moosburg production plant in the German state of Bavaria. These robust stackers boast high-grade, extremely durable, long-lifetime components and »are ideally suited for extreme, tough operations in different climate zones.

The counterweight on the new stacker is an integral part of the load-bearing chassis, while the steering column was integrated in the counterweight. The proprietary Jungheinrich transmission shaft in the new torque converter features an integrated non-wear wet multi-disc brake.

Compared with standard drum brakes, wet multi-disc brakes mean almost no service costs. Moreover, thanks to the encapsulated design, harsh external conditions do not diminish the performance of the brakes. The high-

performance cooling system functions fully even in very high ambient temperatures. The radiator is a single unit made of one-hundred percent aluminium. This ensures that the new truck with torque converter is well equipped to handle dust and other punishing ambient influences.



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Industry Fair Reviews


In 1969 Paul Thermote and Paul Vanhalst began servicing and selling agricultural machinery, construction machinery and forklift trucks. Today, TVH is one of the most respected names in the material handling industry. Over the past 40 years the company has grown from 2 founders to almost 4000 employees with offices and distribution facilities on every continent. TVH has customers in more than 170 countries, and has been split up into 2 activities: Parts & Accessories and Rental & Equipment.

In 2012 TVH started India sales operation. Parts & Accessories is the one-stop shop for material handling, industrial and agricultural equipment parts and accessories. The Rental & Equipment activity consists of 3 divisions: Equipment Division, Rental Division and Service & Repair Division. The Equipment Division sells new and used forklifts and aerial work platforms. With its short- and long-term rental of forklifts and aerial work platforms, the Rental Division is active in Belgium, the Netherlands and other European countries. The Service & Repair Division is only active in Belgium.

In addition, TVH also has the ‘TVH Training Centre’ where driver training and technical courses are given. TVH’s electronics department is Europe’s largest, best-equipped and most diverse service centre for the repair of electronic parts for forklifts, aerial work platforms and industrial vehicles.

TVH continually expands its product range by listening to its customers’ requirements and is constantly looking for new partnerships, to make sure one finds absolutely everything needed at TVH.

More than 100 000 m² of warehousing and computer-controlled stock management allows offering a same-day shipment service and next-day delivery for stock items. The technically-skilled sales staff assistance is available in 32 languages and active in more than 170 countries worldwide.

The unequalled know-how of TVH’s parts

division is reflected by a database of more than 21 000 000 known references, of which well over 600 000 references are in stock. These figures make the company one of the biggest providers worldwide of parts for a great variety of machines: forklifts, aerial work platforms, telehandlers, sweepers and scrubbers, port equipment, agricultural equipment.

In 2012 TVH decided to acquire CAM srl, the Italian attachments manufacturer. This way TVH became the exclusive worldwide distributor for the entire CAM System® product line. This full range of mechanical and hydraulic attachments is recognized for its high quality standards and reliability.

With a database of 32 000 stock items and 748 000 known references, TVH offers anything from parts & accessories for scrubbers & sweepers to complete sweeper solutions, such as the SmartSweep®.

The company offers a unique range of reconditioned parts at very competitive prices. Reconditioned parts are sold with the same warranty as new parts at a price that can be up to 50% cheaper. TVH has invested in a wide range of test devices by means of which they can perform stringent quality controls on various parts. The tests are designed in such a manner that a realistic work situation is simulated during the tests. One can buy a reconditioned part at TVH with or without the return of an old unit.

To show their parts and accessories, TVH offers a lot of catalogues and brochures with information about specific product groups, brands and makes. In addition to extensive and detailed information, the catalogues contain general product info, pictures, and dimensions. All catalogues

and brochures can be found under ‘Downloads’ on www.tvh.com.

Even after office hours and during the weekend anyone can check prices, availability and technical info of the parts and accessories via the webshop MyTotalSource. A very useful tool is the MyProductSearch module. By means of technical details such as dimensions, voltage one can easily look up a reference number for a part via MyProductSearch. The full technical details and photographs enable to double-check if one finds the correct reference. This year various new options have been implemented to make the webshop even more dynamic and customer-friendly. With its permanent stock of 1500 second-hand lift trucks and 250 second-hand aerial work platforms, the equipment division can truly be considered a specialist in industrial machines. TVH also has telehandlers, all-terrain lift trucks, masts and attachments available. The search engine MyEquipmentFinder (myequipmentfinder.tvh.com) shows a daily updated stock list of second-hand machines.

On 24 February 2014 TVH launched its new website, with the same well-known address: www.tvh.com. As a result of the rapid growth in the last couple of years, during which TVH also tapped new markets, a new website became essential. On the website one can find a lot of (visual) information on the product range. There is also access to the webshops MyTotalSource and MyEquipmentFinder via the website.

TVH offers wide range of products to Indian industry



THE LAST LEAF

Dear All,

The BJP-led National Democratic Alliance (NDA) achieved a decisive mandate in the recently concluded general elections, winning 336 out of 543 seats – a single handed majority probably the first in 30 years. Narendra Modi achieved one of the highest victory margins ever recorded, which is being considered a result of his addressing 437 rallies, attending 5,800 events, organising 1350 3D (virtual) rallies and travelling an estimated 300000 kms. across 25 states. With this accomplishment, if India makes the right moves on trade and investment, it can get a good lift from global tailwinds, taking it from a democratic form to a meritocratic one.

Cummins CEO Tom Linebarger had difficulty to find employees with high school diplomas at Seymour (pop.18000) in Indiana. Hence, he decided to repeat the same model of Columbus, Cummins’ home town, which has the highest concentration of mechanical engineers per capita in the country (31 per 1000) and the lowest unemployment rate in Indiana (5.2%). In addition, it is worth to mention that it has a stunning collection of world class architecture that draws some 50000 visitors a year. This was all an initiative by Cummins creating an educational partnership that has become a model for tackling the U.S. Skills gap. It now aims to have it globally. It opened Cummins College of Engineering for women in Pune to train more female engineers, 60% of which usually receive job offers from Cummins.

Ladakh Renewable Energy Development Agency (LEDeG), that promotes sustainable development in Ladakh, has taken up a project titled PSH, i.e. Passive Solar House, to help people in places like Jammu and Kashmir ease their hardships in extreme winters in the mountain regions. It has received funding for its PSH project from international NGOs, including GERES India and the Inter-Church Organisation for Development Cooperation, a Dutch group. A PSH harnesses solar energy by trapping solar radiation to heat the interior of a building, through large south-facing windows and insulated trombe walls, ceilings and floors. The houses soak up the sun’s rays on winter days and retain the heat, enabling rooms to stay warm through the night. Every square metre of the land has the potential to generate 1200 watts of solar power, which is the highest in India. The region gets more than 320 clear sunny days a year, and the low air temperature enables the solar panels to work more efficiently, says Jigmet Takpa, the project director at LEDeG. (Courtesy: www.eco-business.com)

As always, we need your input on the industry news, views and any observation about the industry around you. Your feedback will be useful to us to better inform our reader’s about tomorrow’s manufacturing solutions.

Till then, Happy Technology!

Manoj Kabre Member, Editorial Advisory Board (EAB)

mart june 2014

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