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ED ITOR IALED ITOR IAL

3EM | J u l 2016

ED I TOR I AL

According to Gartner, the IT research company, about 25 billion objects will be interconnected on the “Internet of Things” by the year 2020. Today, there are about 3.8 billion such objects. With this, we can imagine the tremendous opportunities that will emerge from the digital transformation in the manufacturing sector, at the same time, confronting it with huge challenges. The possibilities opened up by highly connected, more efficient production and new business models are highly promising, yet the risks are equally dramatic. The digital transformation of industry is also driving a radical structural transition in the global economy. The way data is managed, connectivity is ensured, automation is executed and the digital customer interface is developed are challenging existing value chains.

Manufacturing enterprises must take a long, hard look at their products, processes and skill sets. They have to improve their digital maturity if they are to recognise new opportunities, develop suitable offerings and get them to market quickly. Moreover, as standards are shaping our digital future, companies and governments need to get engaged seriously in their global definition with harmonised regulatory framework. The secret to this success is to understand the rules of the digital game and occupy strategic checkpoints in the areas of control of production processes, optimisation on the shop floor as well as coordination of logistic flows and maintenance cycles.

The Round-table feature in this issue provides the experts’ views on the challenges and solutions in the success of digital transformation in the manufacturing sector. We would be happy to receive your opinions on the same!

Shekhar JitkarPublisher & Chief Editorshekhar.jitkar@publish-industry.net

Going digital!

ED

ITO

RIA

L A

DV

ISO

RY

BO

AR

D Raghavendra RaoSenior Vice PresidentManufacturing & Process ConsultingFrost & Sullivan

Satish GodboleVice President, Motion Control DivSiemens Ltd

Dr N RavichandranFormer Executive DirectorLucas-TVSChief Mentor,UCAL Fuel Systems

Dr P N RaoProfessor of Manufacturing Technology, Department of Technology, University of Northern Iowa, USA

Vineet SethManaging DirectorIndia & Middle EastDelcam Plc

N K DhandCMD, Micromatic GrindingTechnologies

Dr K Subramanian President, STIMS Institute, USA Training Advisor, IMTMA

Sonali KulkarniPresident & CEOFanuc India

Dr Wilfried AulburManaging PartnerRoland Berger Pvt Ltd

S RavishankarConsultant

Overseas Partner:

China, Taiwan, Hong Kong & South-East Asia

4 EM | J u n 2015

CONTE N T SCONTE N T S

Market Management Focus

MATERIAL HANDLING

30 Five steps to a successful material handling CMMS implementation

A read on the benefits of a CMMS implementation in material handling that drives increasingly efficient maintenance operations and increases labour efficiency, equipment availability and operational performance

INTERVIEW

22 “Making CAD simple & effective via cloud”

Interview with John McEleney, CEO & Co-founder, Onshape

ROUND-TABLE

24 Advancing your journey as a digital manufacturer

The feature discusses how and why manufacturers should walk through the digital journey so as to achieve productive excellence

COVER STORY16 Asset performance modelling The feature discusses the role of digital

engineering models for better planning & performance improvement, and how the integration of 3D models with information technology (IT) and operations technology (OT) systems are used to model asset performance

06 NEWS

12 “Huge potential between Taiwan and India”

Interview with George Lin, Director, Taipei World Trade Center (TWTC)

EVENT REPORT

56 Transforming digital architecture

A post-event report on the Siemens PLM Connection India 2016, held at Pune and Bengaluru

58 Platform for restoring productivity expanse

A post-event report on the recently held Productivity Trophy 2015-2016 by Blaser Swisslube at Gurgaon

5EM | J u n 2015

CONTENTS

Columns

03 Editorial 04 Contents72 Highlights – Next issue 72 Company index

CONTENTS

Technology

New Products

68 Laser measurement tool; Gun drilling machines; Curved linear guides; Milling cutters;

69 Tool changing system; Workstation cranes; Solid-carbide end mill; Lapping machine;

70 Robotic tools for fully automated manufacturing

CNC & MACHINE CONTROLS

36 Pulling PLCs & PCs together for better machining

The article highlights how by linking production PLCs with PC-based data acquisition and analysis, shops that fabricate customised, complex, tight-tolerance products can exploit the best attributes of each to achieve consistency and quality

SOLID CARBIDE TOOLS

40 Meeting deadlines with efficient cutting tools

The feature explains how ceramic end mills helped a tier II aerospace supplier to deliver parts on time with zero scrap

CUTTING TOOLS

44 Optimising cutting performance The article deals with the selection of

cutting conditions and tools that provide performance and makes achieving goals possible

TEST & MEASUREMENT

48 Achieving perfect surfaces with encoders

The feature analyses the prerequisites for high surface quality in order to produce mill workpiece surfaces without a visible wave pattern

SPECIAL FEATURE

52 Training Millennials for manufacturing workforce

A read on how e-learning programmes can help train and engage Millennials for jobs in the industrial manufacturing sector, thereby, reducing the skills gap and enhancing manufacturer’s ability to stay competitive in the global market

6 EM | J u l 2016

MARKE T | NEWS

The 16 Taiwanese companies exhibited in ACMEE under the aegis

of TWTC were HannKuen

Machinery & Hardware Co

Ltd; Kilews Industrial Co Ltd;

Sesame Motor Corp; Echain

Tool Industry Co Ltd;

Brainchild Electronic Co Ltd;

Cosen Machinery Industrial

Co; Illinois Enterprises Co;

Shan Hua Plastic Industrial Co

Ltd; Kolowa Ventilation Co

Ltd; Chain Headway Machine

Tools Co Ltd; Yeong Chin

Machinery Industries Co Ltd;

Hiwin Technologies Corp;

Excetek Technologies Co Ltd;

Fair Friend Ent Co Ltd;

Tongtai Machine & Tool Co Ltd and Precision Motion Industries.

Covering the five pavilions of ACMEE, these companies launched

products in categories like drilling, tapping, boring, milling spindle heads,

servo and hydraulic slide units, tool holders, boring bars, end mills, rapid

drills, carbide end mills, lathes and turning machines, milling and boring

machines, machining centres, etc.

Taiwan Machine Tool Industry showcased at ACMEE 2016

Taipei World Trade Center (TWTC) recently launched high-quality

innovations and total manufacturing

machine tools products at ACMEE

2016 at the Chennai Trade Centre.

The event was graced by Charles C Li,

Director General, Taipei Economic and

Cultural Centre; Dr Guann–Jyh Lee,

Executive Director—Economic Division,

Taipei Economic and Cultural Centre,

and George Lin, Director, TWTC.

The representatives of the

world’s six leading machine tools and

accessories brands from Taiwan—

YCM, FFG, EXCETEK, Tongtai, HIWIN

and Chain Headway, were present at

the exhibition. “We are keen on

supporting the ‘Make in India’

programme and will continue to excel our offerings.” shared C Li.

Adding further, Lee said, “Taiwanese companies are offering

machine tools in industries like automobile, aerospace, automation

engineering, ancillaries, etc. Through TWTC, we are enabling the best of

India and Taiwan to engage through strategic alliances that will benefit

both the nations.”

Representatives who attended ACMEE 2016 at Chennai Trade Centre

Force Motors engine plant inaugurated in Chakan

The new plant of Force Motors’ was recently inaugurated at Chakan by

hon’ble Chief Minster Devendra Fadnavis. This state-of-the-art plant carries

forward the 45-year-long tradition of cooperation between Force Motors

and Mercedes Benz.

Force Motors has been

the preferred partner

for producing engines

for all Mercedes Benz

Cars and SUVs made in

India since 1997. This

portfolio has grown to

include the front and

rear axles for all

Mercedes Benz cars

and SUVs as well. This

plant is the next step in the localisation and ‘Make in India’ success story.

Speaking on the occasion, Prasan Firodia, MD, Force Motors, said, “The

inauguration of this plant marks a significant step in our 45-year-long

association with Mercedes Benz. The association has helped establish

Force Motors’ strength as a preferred supplier of high-precision aggregates

to leading European luxury brands. It will help Force Motors be more flexible

in terms of production capacity demands and will help continue to produce

engines and axles to the standards expected by Mercedes Benz globally.”

The inauguration of the plant carries forward the

association of Force Motors with Mercedes Benz

GF Machining Solutions acquires Microlution Inc

GF Machining Solutions has recently agreed to purchase 100% of the

shares of Microlution Inc, a specialist of micro-machining, based on milling

and laser technologies. As

per Andy Phillip, President

& Director, Microlution Inc,

“Microlution’s customers

have benefited from our

innovative systems. With

our new partner, we will

increase our ability to serve

our customers and grow.”

The company specialises

in 5-axis milling and

femtosecond laser for hole

drilling and micro-cutting in a wide range of industries. Speaking on the

acquisition, Yves Serra, CEO, GF, said, “Microlution Inc has developed a

remarkable know-how in micro-machining, which complements the

technology portfolio of GF, Machining Solutions. We look forward to

supporting Microlution in widening its presence worldwide.” The company

provides machine tools, automation solutions and customer services for the

production of moulds, dies and value-added metal parts. It also has R&D

and manufacturing facilities in Switzerland, Sweden and China, and serves

its customers through its own sales companies in over 50 countries.

GF Machining Solutions

7EM | J u l 2016

NEWS | MARKET

Haimer and Mapal have recently concluded a partnership and licensing

agreement to work together on the elaboration and further development of

technologies and their applications. The clamping technology specialist

from Igenhausen near Augsburg and the precision tool manufacturer from

Aalen are bundling their

competencies. In future, they

will work strategically closer

together. The two companies

have signed a corresponding

agreement and contractually

sealed their partnership.

Speaking on the agreement,

Claudia Haimer, Managing

Partner, Haimer, said, “We are

proud and happy to have a strong partner at our side in Mapal that is one of

the world's leading tool manufacturers.” Looking forward to the future

co-operation, Dr Dieter Kress, Managing Partne, Mapal, said, “We value the

high-level expertise of Haimer, whose innovative solutions in the field of

tool adapters represent the perfect complement to our high-tech tools.”

Through the agreement, Mapal has also acquired a licence to Haimer’s

Safe-Lock™ technology that is patented worldwide. The first new products

and solutions to come out of the cooperation will be presented at this year's

leading trade fairs—AMB in Stuttgart and IMTS in Chicago.

Haas recently held the Haas Demo Days at the Haas Factory Outlet in IMT

Manesar. “Attracting over 1,100 people highlights the growing importance

that this high-tech, engineering-driven city gives to adopting the latest CNC

technology,” stated Terrence Miranda, MD—HFO, Mumbai. “It also reinforces

how Haas solutions offer an unmatched combination of technology and

affordability.” Manesar is a

rapidly expanding auto hub

located around 30 km

southwest of New Delhi.

Less than 2 km away is the

plant of Maruti Suzuki

Udyog. The automotive,

steelmaking, automation

and power generation

sectors are also well

represented in the area.

Another event held by Haas

is the second PhillipsCNC

Open House, which concluded at Phillips CNC technical centre in Manesar.

The multi-brand Open House was inaugurated by Hideo Yoshioka, MD,

Munjal Kiriu. It showcased the latest technologies in milling, turning, honing,

grinding and measuring with experts in-hand to provide solutions, helping

manufacturers enhance their quality and productivity.

Godrej Appliances intend to undertake brownfield expansion at two of

their existing home appliances’ manufacturing facilities based at

Shirwal, Maharashtra and

Mohali, Punjab. Entailing

an investment of around

` 200 crore, the brownfield

projects will help to ramp

up production of air

conditioners, washing

machines and refrigerators

at both the locations. As

the government puts

emphasis on its ‘Make in

India’ campaign, there is a

huge potential for Indian

home appliances’ manufacturers to step in and reduce the nation’s

dependence on unnecessary imports. Kamal Nandi, Business Head &

EVP, Godrej Appliances, said, “We have always been at the forefront of

innovation and our growth is a testimonial to the trust that customers

have in our brand. Through this expansion, we wish to showcase the

strength of Indian design and manufacturing expertise at its best. The

proposed expansion will allow us to meet the increasing demand from

customers and expand our footprint to an even larger area.”

Godrej Appliances announces expansion Haas organises Open House & Demo Days

Henkel Adhesive Technologies India was recently honoured at Frost &

Sullivan’s Sustainability 4.0 Awards 2016 with the ‘Challengers

Award’ under Large

Business, Corporate

Category at Mumbai.

This award was

presented to Sundar

Iyer, CFO—Henkel

India and other team

members from the

company. Nationwide

operations of Henkel

India were assessed

on different para-

meters of sustainability at an organisation level. This was followed by a

visit to the company’s manufacturing site in Mumbai. It was assessed

on four parameters and 11 sub-parameters, which included business

strategy, governance & ethics, risk management, stakeholder

management, sustainable supply chain, society, customers, environment

management, bio-diversity, human capital management and occupational

health & safety. “At Henkel, sustainability is our core value and we are

committed to achieving more with less,” said Bappa Bandyopadhyay,

Director—Operations and Projects (Adhesives), Henkel India.

Henkel India honoured at Sustainability 4.0 Awards

Henkel India team receives the Challengers Award

at Frost & Sullivan’s Sustainability 4.0 Awards

The projects ramp up production of

air conditioners, washing machines &

refrigerators at two locations

The multi-brand Open House showcased

the latest technologies in milling, turning,

honing, grinding and measuring

The agreement looks forward to see both

companies working closely

Haimer and Mapal sign partnership agreement

8 EM | J u l 2016

MARKE T | NEWS

away from Japan, the leading competitor there.

The automotive industry, too, the biggest customer grouping for

machine tools, is facing a paradigm shift and a transformation of its

business model, with substantial effects on production equipment

vendors. Driving forces here

include regulatory requirements

from the politicians and the

increasing urbanisation of

society as a whole.

Realising that there are

further challenges involved in

expanding the range of services

provided with improved customer

benefits, Dr Prokop says, “We

shall remain successful on the

global market, only if our

products continue to feature

state-of-the-art technology and

are backed up by enhanced,

expanded service capabilities.”

Industry 4.0 all at once opens up gigantic opportunities for this. “The task

is to generate new customer benefits through networking. This enables

many activities to be automated,” he concludes.

German machine tool industry re-invents itself

VDW recently held an anniversary press conference at Frankfurt, Germany,

where business communities, media & trade associations celebrated with a

ceremony themed around ‘125 Years of VDW’ under the motto valuable –

dependable – worthwhile. “The three attributes stand for the association’s

performative capabilities, and for the

issues it has been addressing ever since

it was founded in December 1891,”

explained Dr Heinz-Jürgen Prokop,

Chairman, VDW (German Machine Tool

Builders’ Association). They describe the

manufacturers’ field of action: markets

– machines – people. Intensive analysis

of these issues has underpinned the

sector’s own success story, said Dr

Prokop. At the same time, the ongoing

challenges for the companies involved

can also be derived from these issues.

One of the major tasks for the

near future is accordingly to open up

new high-growth markets. There is

definite promise in the ASEAN region and India. They represent a huge

potential for the machine tool industry. The task here is to gain customers

by offering better products, and to purposefully wrest market shares

As per reports, the automotive industry is the biggest customer grouping

for machine tools

Siemens’ product lifecycle management (PLM) business recently

launched its new Simcenter™ portfolio, a robust suite of simulation

software and test solutions

that help companies address

the engineering challenges of

today’s complex products.

Simcenter combines simulation

and physical testing with

intelligent reporting and data

analytics to help produce digital

twins that more accurately

predict product performance

throughout all stages of the

product development process.

As a result, engineering

organisations can confidently

deliver innovations faster and

with less cost. Peter Bilello,

President, CIMdata, Inc, said, “Through its Simcenter portfolio and

predictive engineering analytics vision, Siemens is utilising its strong

collection of existing technology combined with its acquisition of LMS

and, more recently, CD-adapco. As a result, Siemens is able to continue

helping its customers.”

Varroc Group felicitated by Maharashtra government

Varroc Group was recently honoured by hon’ble Chief Minister Devendra

Fadnavis, at an event organised by Indian Merchants’ Chamber (IMC) in

Mumbai. On receiving the

honour, Tarang Jain, MD,

Varroc, said, “It is very

encouraging to accept this

honour on behalf of Varroc.

This has only encouraged us

to further accelerate our

efforts for high quality

manufacturing and raise the

industry standards. Such

citations have strengthened

the ‘Make in Maharashtra’

and ‘Make in India’

campaigns of the government and the state has attracted the largest

investments in the country. With a contribution of 15% to the national

GDP, Maharashtra has emerged as a premier industrial state. The company

has been an integral part of the manufacturing landscape of Maharashtra

and will continue to grow and contribute in the future.” Varroc is an

emerging global automotive component manufacturer and supplier of

exterior lighting systems, powertrains, electricals, body and chassis parts

to leading passenger car and motorcycle segments worldwide.

Siemens introduces Simcenter portfolio

Varroc Group was recently honoured at

an event organised by Indian Merchants’

Chamber in Mumbai

Simcenter™ portfolio helps companies

address modern engineering challenges

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10 EM | J u l 2016

MARKE T | NEWS

Renishaw launches AM Solutions CentreThe new Additive Manufacturing facility recently set up by Renishaw at Pune provides a secure development environment. The solutions centre is also equipped with the latest AM systems to allow fast access to deploying technology.

Renishaw, the global engineering technologies company, recently

launched a new Additive Manufacturing Solutions Centre in Pune. The

new facility provides a secure development environment in which

customers can expand their knowledge and confidence using Additive

Manufacturing (AM) technology. The solutions centre is equipped with

the latest AM systems and staffed by knowledgeable engineers to allow

fast access to deploying the technology, all at fixed predictable costs.

Rapidly adopting advance technology

Additive manufacturing, often referred to as metal 3D printing, is known

as a transformational manufacturing technology that will impact on

everything from components in aircraft engines and satellites, to dental

restorations and surgeries for facial reconstruction. Renishaw sees the

new centre as a key step in being a major contributor to the adoption of

AM in the fast growing Indian manufacturing sector.

Rhydian Pountney, Director, Sales and Marketing Operations,

Renishaw India, said, “We are delighted to be opening the first solutions

centre in India. The thrust of the Additive Manufacturing centres is to

create a platform on which to work in close partnership with our

customers to help them realise the benefits of AM in their products and

manufacturing processes.”

Clive Martell, Head—Global Additive Manufacturing, Renishaw, said,

“Renishaw’s vision is to make AM a mainstream manufacturing technology,

used in series production of high performance parts for aerospace,

medical, automotive, oil & gas, mould & die and consumer products. The

technology will enable companies to design and make innovative products

with spectacular gains in performance and efficiency.”

Providing cost-effectiveness

When adopting any disruptive new manufacturing technology, companies

will go through a rigorous assessment process to understand the

potential benefits, and to prove the reliability and capability of the

production process. The investment in time, resources and equipment

to achieve this can be significant.

Renishaw solutions centres will lower this entry barrier by providing

cost-effective access to machinery, facilities and AM expertise. Solutions

centres will provide a confidential development environment in which

firms can explore the benefits that AM can bring to their products, and

quickly build their knowledge and confidence in AM as a production

technology.

Marc Saunders, Director—Global Solutions Centres, Renishaw,

concluded, “While AM can create complex geometries in a single

process step, some level of finishing is generally required to produce

functional products. Renishaw’s knowledge of metrology, machining

and finishing processes can help customers to develop an integrated

manufacturing solution for their innovative new product.”

The new facility provides a secure development environment in which customers can expand their knowledge

and confidence using Additive Manufacturing (AM) technology

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MARKE T | I N TER V I EW

EM | J u l 2016

Can you brief us on the range of the Taiwan machine tool manufacturing products showcased at ACMEE 2016?At ACMEE, YCM introduced the 5-axis double column vertical machining centre, FFG presented their product line, TONGTAI showed the strength of Additive Manufacturing and their high-end machines, EXCETEK presented high-precision wire cutting EDM, die sinking EDM and superior WEDM machining solutions, HIWIN highlighted its capabilities in the supply and support of robotic automation solutions and CHAIN HEADWAY showed their capacity to provide high-precision milling tools.

How about the bi-lateral trade agreements between India and Taiwan? Can you highlight the latest developments in this regard?As of 2015, 90 Taiwanese companies have set up business operations in India, with the total investment amount of US$ 311 million in the fields of information technology, medical devices, automobile components, machinery, steel, electronics, construction, engineering, financial services, etc. The Taiwan Electrical and Electronic Manufacturers’ Association has selected two sites in Bengaluru and Greater Noida to build electronics manufacturing clusters with a view to deepening supply chain collaboration with Indian partners. Collaboration of small and medium enterprises is another focal area. Both sides have strengthened cooperation in policy sharing, technological assistance, innovation, entrepreneurship and business incubation, market development and capacity and capability building.

Over the years, Taiwan has made its mark as a major manufacturing hub across the globe. What are the key manufacturing practices adopted at your end to achieve global competitiveness and acceptance in the global market?Taiwan is a nation with bounteous R&D resources with reputed institutes such as Academia Sinica, the Central National Research Institute of Taiwan and The Industrial Technology Research Institute (ITRI). These institutes are also technological centres in Taiwan that help manufacturers advance by leaps and bounds. Private and official organisations also dedicate

themselves to increase the value of Taiwanese machinery by adding innovative features.

Taiwan’s major machine tool builders realise the importance of effective integration of the supply chain to enhance the global competitiveness of Taiwan’s machine tool brands. Since 2006, the two leading MTBs, Yeong Chin Machinery (YCM)

and Victor Taichung, together with 18 subcontractors, jointly execute ‘Dual-core MTB Collaboration Plan’ (M-Team). For promoting 5Si, Total Productive Management (TPM) and Toyota Production System (TPS) have been implemented to reduce waste, improve quality and shorten delivery. Through mutual cooperation and linkage of various divisions, MTBs and subcontractors work together to achieve the goal of “high-quality, accurate delivery”.

What are your views on ‘Make in India’ initiative from the Indian Prime Minister, Narendra Modi? How is Taiwan strategising

its plan for manufacturing activities in India?Indian aerospace industry is one of the fastest growing aerospace markets in the world. As the country progresses to transform itself from a regional to global power, the aerospace and defence sector will play a critical role and have been given tremendous emphasis in initiatives like ‘Make in India’. Taiwan’s long experience in manufacturing and servicing for the international market has enhanced the country’s ability to manage production to match the needs of the aerospace industry. We see a huge potential in the cooperation between Taiwan and India. Most of Taiwan’s manufacturers are looking for collaborations/partnerships with Indian companies.

Can you provide us the details of the current presence of Taiwan machine tool industry in India and highlight the future investment plans from Taiwan in India?Nearly 70% of Taiwan machine tools are used in the Indian automobile industry. In the short term, Taiwan machine tool makers seek for business partners and in the long term, they plan to set up demo rooms, branch offices and form joint ventures with local companies. ☐

“Huge potential between Taiwan & India”…says George Lin, Director, Taipei World Trade Center (TWTC). In this interaction

with Suchi Adhikari, he discusses Taiwan’s machine tool manufacturing industry and its plans for collaboration with India.

16 EM | J u l 2016

COVER STO RY T EC HNOLOG Y

Integrating 3D models with IT and OTASSET PERFORMANCE MODELLING

16

COVER STO RY T EC HNOLOG Y

EM | J u l 2016

It is effective to think of digital engineering information as the digital DNA for infrastructure assets – down to every nut, bolt and screw. Companies can harness the digital DNA of their assets to personalise asset maintenance for better TOTEX, maximised uptime and more. The feature discusses the role of digital engineering models for better planning & performance improvement, and how the integration of 3D models with information technology (IT) and operations technology (OT) systems are used to model asset performance.

Bhupinder SinghChief Product OfficerBentley Systems

Anne-Marie WaltersGlobal Marketing DirectorBentley Systems

17EM | J u l 2016

TECHNOLOGY C OVER STORY

As operations technology (OT) leverages the Industrial Internet of Things (IIoT) with sensors on operating equipment and assets producing an enormous volume of big data, there is a need for improved security, information sharing and data management. This, in turn, is driving an unprecedented convergence with IT. However, organisations are struggling to make use of the data from their OT and IT systems, causing them to miss opportunities to improve asset performance. This is due, in part, to the fact that the digital engineering models developed during the engineering phase of capital projects, are typically not playing a role in operations.

What if owner-operators could use these models in operations? Imagine how a digital engineering model—the engineering technology or ET of an asset—could help operations and maintenance people forecast problems, do better planning, and improve performance. It is now possible for companies to converge their IT, OT and ET—and seamlessly integrate process and information flows between them—to enable asset performance modelling to deliver actionable intelligence for decision support through an immersive environment for visual operations.

The digital engineering model

For many years, engineering departments have been using advanced modelling and simulation applications that focus on the process of design and construction of an infrastructure asset – a plant, bridge, highway, railway or utility network – in a way that improves project delivery and asset performance. Better project delivery enables companies to optimise CAPEX, through both the depth of information modelling and the breadth of information mobility for collaboration during design and construction. There’s a staggering amount of information related to assets—detailed component specifications, precise geo-location, configuration management, fabrication details, cost information, predicted

lifetimes, recommended maintenance and repair information. Today’s engineering technology makes it possible to bring all of this information together within the federated digital engineering model, making it possible to track, access and share with others collaborating on the project. The technology also enables engineers to model projects in a 3D virtual setting for design integration and construction work packaging, so that when the project is actually constructed in the real world, the project teams and stakeholders are able to minimise unforeseen situations and keep the project on track.

Ideally, all of this information flows between applications and project teams for better project delivery, which is the key to better CAPEX, and flows through to operations and maintenance systems across the entire asset lifecycle, which is a key to reducing OPEX. For example, when companies can integrate the 3D models for each discipline involved in a project, it improves information mobility. Disciplines can more effectively communicate critical design details for operations, detect clashes earlier in the design phase and before construction starts, share updates during the engineering and construction phases, and hand over accurate and complete information to ensure successful start-up and ongoing operations.

The beginning of IT/ET/OT convergence

The Industrial Internet of Things (IIoT) is driving a convergence between operational technology and information technology. Digital engineering models can accelerate this convergence and add the visual representation of the real world needed to aid decision-making; this can have far-reaching impacts on the safety, productivity, efficiency and operations of industries worldwide.

For example, consider how South Australia Water is currently using predictive and real-time operational analytics to forecast water demand and improve customer service,

Digital engineering models bring together

critical information in a virtual 3D environment

18 EM | J u l 2016

COVER STO RY T EC HNOLOG Y

while reducing operational costs. To create a demand-forecasting tool, they needed to pull information from both the operational and IT sides of the organisation in real time. Bentley’s predictive analytics software was chosen as the operational intelligence platform due to its real-time ability to connect and capture data from a wide variety of sources, ability to perform complicated calculations and analysis, and its impressive visualisation capabilities. Real-time monitored sensor data is brought in from the reservoirs, water treatment plants, valves, flowmeters, and pumps spread across the extensive pipeline network. This operational data is combined in real time with climate, energy, cost, and population data and is displayed on dashboards. Bringing these data sources together has resulted in huge benefits, including improved performance, enhanced understanding of interrelationships, and better decision-making and more accurate predictions of short and long-term demand.

South Australia Water also integrated a demand optimisation tool that is used to optimise the availability and the movement of clean water around the network to demand areas quickly and efficiently. It calculates how to deliver the water by calculating costs and determining which pumping stations to use, which pumps are needed, and so on. Built-in analytics take the output of the demand forecasting tool to develop a live hydraulic model that determines water pressures and flows throughout the network. Using this digital engineering model, South Australia Water can actively optimise water supply and reliability to its customers. Customers enjoy improved water security, and response times to problems, such as broken water mains, have been reduced by 90%.

Tying together IT, OT, and ET also allows the company to take advantage of lower forward market pricing for electricity. They can use an energy portfolio management spot-market power price tool to determine the optimal timing for pump operations on five pipelines, as well as when to purchase power in highly-volatile markets. The impact on OPEX can be significant with a savings of AUD 3 million per year.

Making the leap to asset performance modelling

Taking the convergence of IT, OT, and ET one step further, it’s now possible to enable real-time asset performance modelling, which ensures that assets are safe, reliable and efficient over their operating life. For example, Bentley’s asset performance management software enables companies to develop both operational and asset strategies for improving reliability and maintaining asset performance and predictable production. Using a common data environment (CDE), companies can collect, consolidate, and analyse data and turn it into actionable intelligence. The software also helps ensure regulatory compliance and is aligned with asset management standards, including PAS 55 and ISO 55001. At the same time, it applies leading information modelling and information management technologies to asset operations and maintenance, and when combined with information delivered at handover from projects, provides a complete lifecycle information management solution for owner-operators. This enables owner-operators to optimise processes for the day-to-day running of assets, balancing capital and operational costs and maximising production capability.

Asset performance monitoring brings together IT and OT with

Big Data analytics

Asset performance modeling integrates 3D models with IT

and OT systems used to model asset performance

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TECHNOLOGY C OVER STORY

Many companies are already on their way to using these solutions, thanks to widespread adoption of condition monitoring technologies. Monitoring assets requires integration of IT and OT systems, as well as Big Data analytics to discern patterns in data and automate or recommend optimal responses to them.

To move to asset performance modelling, 3D digital engineering models across all disciplines are integrated with the IT and OT systems used for asset performance monitoring. As the operating baseline for infrastructure assets, digital engineering models bring together schematics; engineering analyses; network models; 3D models; functional components, catalogs, and specifications.

It is helpful to think of digital engineering information as the digital DNA for infrastructure assets – down to every nut, bolt and screw. Just as doctors can analyse human DNA to anticipate health issues and personalise healthcare for better health outcomes, companies can harness the digital DNA of their assets to personalise asset maintenance for better TOTEX, maximised uptime and more.

For example, companies can manage the performance of their assets far more effectively when they have digital engineering models that intelligently bring together all infrastructure data. When IT and OT systems connect with this ET data, teams can view the asset performance history, see all failure alerts, geo-coordinate to the exact positioning within the infrastructure asset, and drill down into the 3D digital engineering model to determine the cause of the alarm. Then they can refer to the manufacturer’s degradation data, access maintenance and repair data information and take corrective action – all in seconds.

T E CH N OL OG Y C OVER STORY

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COVER STO RY T EC HNOLOG Y

from scratch or using an existing design model, the engineer or designer can use the continuously surveyed model of the plant or asset as the accurate, 3D representation for the decision. They can walk through the model virtually and explore the options for adding or replacing with new equipment, right in the context of the 3D reality mesh. Once the engineering is approved and construction or replacement begins, the same continuous surveying technique can continuously generate a new 3D reality mesh to track progress and finally create the new point of reference for IT, OT, and ET. Everyone involved can instantly see conditions change as construction progresses – and once work is complete, owner-operators can continuously monitor and model assets to assess conditions, drill down into alerts and issues, take informed action, and optimise asset performance.

Seamless integration of processes and information

We are at an incredibly exciting convergence in the world of asset management. The ability to work in a comprehensive modelling environment, leveraging ContextCapture and 3D reality mesh technologies, and connecting with the Industrial Internet of Things through asset management and predictive analytics software, companies can converge their information technology, operational technology and engineering technology and seamlessly integrate processes and information flows between them. The next generation of engineers—digital natives—will no doubt, find ways to exploit this convergence in unprecedented ways. We can realise immediate benefits today, by using these technologies to make more informed decisions regarding when to repair, retire, or replace assets so that they are safer, more reliable, and maximally efficient over their operating life. ☐

Harnessing the power of continuous surveying

Having an accurate frame of reference, for example, capturing precisely-located photographs and videos and comparing these over time allows companies to bring together OT, IT, and ET to support asset performance modelling. New, photogrammetric surveying methods allow systems to keep these frames of reference up-to-date. For example, Bentley’s ContextCapture software is being used to turn digital photography from UAVs and close up ground shots into accurate as operated 3D models of infrastructure assets. Rather than producing a point cloud, the software generates a highly-accurate 3D reality mesh that can be brought directly into a 3D engineering environment, and geo-coordinated for precise real-world location, to design in context or compare the digital engineering model with the reality mesh— highlighting differences between the digital design and the actual conditions.

The 3D reality mesh can provide the digital frame of reference aligning all IT, OT and ET data with the real world. Specific components of the reality mesh can be hyperlinked to relevant documents and schematics, historical performance data, and real-time asset monitoring dashboards. When events occur or alerts are triggered, users can navigate their assets through the 3D mesh and then drill down to related maintenance and repair manuals and more. The entire experience is immersive, highly accurate, and based on the latest data.

Engineering in context

These same technologies also allow designers to engineer – and reengineer – in context. For example, when making the decision to repair, replace or remove, rather than starting

Users can utilise 3D meshes as an

immersive environment for visual operations

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MANAGE ME N T | I N TERV I EW

EM | J u l 2016

“Making CAD simple & effective via cloud”…says John McEleney, CEO and Co-founder, Onshape, in this interaction with Maria Jerin, while discussing his company’s offering that is fully focussed on cloud and mobile CAD. He also details how the radical change in design and manufacturing world has demanded a change in design tool. Excerpts…

MANAGE ME N T | I N TERV I EW

Can you brief us on the development of Onshape, the fully cloud-based 3D CAD system from its beta version to commercial release? Last December, Onshape went from open beta to commercial release, after having logged 4,00,000 user hours since its March 2015 debut. Over the past year, we have released 20 major product updates with more than 175 new features and enhancements. The transition to commercialisation has been very smooth. Though it is only a few months out of beta, engineers and designers, in more than 150 countries, are already experiencing the benefits of full-cloud CAD. It eliminates the hassles of installations, license codes and servers, service packs, and add-on PDM systems. In contrary to the traditional model of desktop-installed CAD, where there is a possibility for single point of failure, Onshape has data management and collaboration built-in at its core to make it extremely reliable. With automatic upgrades in the cloud every few weeks, the CAD system has also eliminated the software incompatibility problem, slowing down many design and manufacturing partners who share files.

There are popular names behind the success of Onshape, who were earlier associated with SolidWorks. What made you setting-up the new company?Back in 2011, we were inspired by the launch of Google Body, an application that shows 3D model of the human body. It can be used in browsers that support WebGL without needing to install additional software. So, we realised that WebGL could support the kind of infrastructure of having web-based 3D CAD system with real world experience. Taking forward this idea, we explored an opportunity in the existing CAD market, where, in recent years, the manufacturing supply chain has been outsourced and fragmented. This has changed the way the products are built, but the design tools haven’t upgraded. People have been working with different CAD systems with different versions and copies of files & data. So, we thought of having a one-place CAD system, where users can access everything rather than sending the CAD files each time. Since then, we have built a team and our key members include the original SolidWorks team plus elite engineers from the cloud, data security and mobile industries.

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I N TERV I EW | M ANAGEMENT

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“With ‘Make in India’ initiative, we can meet the demands of entrepreneurs and small scale manufacturers by offering them economic cloud and mobile CAD system, that fits into their budget”John McEleney

Can you brief us on the simultaneous working concept in fully cloud CAD system? How does this help users in addressing the edges of product design?Today, every company has revenue problems, including Google and Apple. To get more revenues, they need to build and delivered more products to the market faster. In traditional CAD system, you can’t compress the file anymore because it is a serial process. However, every Onshape user in the world is always on the same version – the latest one. When collaborating, there is never an issue with data incompatibility. This allows multiple teams to access the same documents simultaneously. Colleagues can work on the same parts, assemblies, and drawings at the same time. Access is controlled by the owner of the document, and each user sees visual indicators when others are working within the same document. Team members can choose to create separate branches of a design and work on new design improvements individually. Since Onshape stores these variations within one document, colleagues can merge the branches, saving rework by combining the best ideas. By working on a parallel format within the CAD environment, products can reach the market faster.

How simulation, manufacturing, rendering, 3D printing, etc are incorporated into this CAD system? Onshape now offers integrated cloud-based CAM, rendering and simulation tools through the Onshape App Store. With the convenience of using the Apple App Store® or Google Play™, the users can try and compare solutions for free and only buy what they need. There are three styles of application integration – Integrated Cloud Apps, Connected Cloud Apps and Connected Desktop Apps – all of which directly link to Onshape via its API.

When it comes to cloud platform, there is concern over data security. How is Onshape addressing this?Cloud is far more secure than desktop-installed CAD system. Because there are no files to copy – your CAD data and CAD system lives in one central place in the cloud – your intellectual property is now far more secure. You can easily grant and withdraw permission to access your models in Onshape, in

contrast to files shared by email or Dropbox, which can never be retrieved after you click send. Some people may not be convinced with this fact but in time, they will move with the advent of Industrial Internet of Things (IIoT).

How do you think this new generation of CAD system is penetrating into the Asian market, especially in India?We haven’t launched Onshape officially in India. Being a start-up, we want to focus exclusively in North American market. But, many of our North American customers have partners in Asia, so we have started our Asian operation. In India, so far, we have around 4500 users. Since it is a web-based application, users can access it from anywhere. With ‘Make in India’ initiative, we can meet the demands of entrepreneurs and small scale manufacturers by offering them economic cloud and mobile CAD system, that fits into their budget. Our pricing includes a free plan and a $100 monthly professional plan. Apart from start-ups, established companies of all sizes are also discovering Onshape’s benefits alongside their existing CAD systems. Especially, they find tremendous value in true simultaneous editing, branching with intelligent merging, version control, and having a complete edit history.

How do you strategise your business model in India? What are your future plans for the Indian market?The business model in India is same as the rest of the world. We offer both free and professional subscription plans. Users of Onshape’s free plan have access to the same CAD functionality found in Onshape Professional. The free plan enables anyone to learn and experience Onshape. Free users can create up to 5 GB of public documents and create or collaborate on ten private documents. The professional plan has no limits. Professional users can create any number of public and private documents. The aim is get the pro users pass through that gate and make them professional users.

India is a big market. So, we plan to uniquely position it to capitalise the market in terms of pricing and user flexibility. First is to build application partners, second is to build our team. Lastly, we witness customers here to grow our market presence and turn our users into commercial customers. ☐

24 EM | J u l 2016

ROUN D - TABLE | MA NA GEM E N T

Megha RoySenior Features Writermegha.roy@publish-industry.net

Advancing your journey as a digital manufacturerAccording to recent reports, manufacturing generates more data than any other sector of the economy. However, most manufacturing organisations struggle with where to begin the digital journey, and what business leaders do with their digital advantage. The round-table features how and why manufacturers should walk through the digital journey so as to achieve productive excellence.

Manufacturing has had an extensive account of transformation. From the early days of steam-powered machines to high-volume assembly lines to automation and computer systems, technology has played a fundamental role in driving advancement. This transformation has impacted the way products are considered, assembled and consumed. Indeed, the effect has been so prevalent that it has re-deployed the global manufacturing dynamics.

Today, it is alleged that digital manufacturing technologies will renovate every single association in the manufacturing value chain, from R&D, supply chain, and factory operations to marketing, sales and service. Digital connectivity among designers, managers, workers, consumers, and physical industrial assets will be unlocking enormous value and changing the manufacturing landscape forever. Sharing insights on how a digital transformation

Maria JerinFeatures Writermaria.jerin@publish-industry.net

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MANAGEMENT | ROUND-TABLE

can escalate business models are Kalyan Sridhar, Vice President & Country Manager, PTC India; Gautam Dutta, Senior Director—Marketing, Siemens PLM Software India; Dr Pradeep Chatterjee, Senior General Manager & Global Solution Architect, Cummins Inc and Siddhalingprabhu Amane, Managing Consultant.

How will digitalisation disrupt manufacturing industry?

Digital disruption is already happening across manufacturing and other industrial sectors. So, how does an organisation harness the benefits of digitisation across their value chains? Answering this, Sridhar opines that a digital world will enable to develop global standards that are flexible to accommodate regional, customer or product requirements. “Becoming a digital enterprise ensures the productiveness of associates is not only fully utilised, but also that their knowledge is spread across the enterprise. This will be central to manufacturing strategy and will be the lynch pin for all major initiatives, as the success of this adoption will be directly measured by the impact on the bottomline,” he shares.

Dutta believes that the innovation process boils down to three fundamental phases—ideation, realisation and utilisation. “Manufacturers are better equipped to initiate or respond to complexities of disruptive innovation when their process is fully digitalised – from ideation through

realisation to utilisation. Digitalisation transforms the innovation process into a proactive agent in driving new business opportunities,” he says.

As per Dr Chatterjee, the impact of digitalisation in manufacturing in the next five to ten years is likely to be focussed around automation, advanced robotics, artificial intelligence-based advanced analytics, Additive Manufacturing and human – machine interface technologies. Furthermore, he says, “Development of advanced robotics will impact operations in manufacturing, bringing in greater accuracy, better quality and higher productivity. Market-centric digital solutions will help in better predicting markets and customers.”

Digital technologies are also helping with flexibility, mass & customised production and are identified as disruptors in the manufacturing industry. Justifying this, Amane explains, “Visibility (technology) alone couldn’t execute faster decision-making, but augmenting it with newer technologies like real-time data analytics and artificial intelligence can help automation of decision-making and disrupt the industry.”

Moving ahead, such a digital era definitely calls for variations in infrastructure, cyber security and partnerships. Speaking on the changes, Dr Chatterjee states, “Though cloud computing environments are getting prominence, with IIoT, it is likely to change to localised computing and storage, storing only important and historical data on cloud for analysis. Also, cyber security will play a big role and

“For supply chain, services & production operations, business models can be changed by real-time data of products” Kalyan Sridhar, Vice President & Country Manager, PTC India

“Digitalisation transforms the innovation process in driving new business opportunities” Gautam Dutta, Senior Director—Marketing, Siemens PLM Software India

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ROUN D - TABLE | MA NA GEM E N T

robust security standards & protocols are likely to develop further to secure solutions. Dutta believes the same and further opines that these transformations will drive changes in the manufacturing ecology – from logistics, supply chain, transportation, energy, environment, skills, manufacturing to R&D.

Digital transformation: a major opportunity

Digitalisation makes the digital thread of knowledge a proactive agent in driving a business model. Emplacing this, Dutta believes that with a fully optimised digital enterprise, one is better equipped to initiate or respond to disruptive innovation. Also, with digital transformation, manufacturers can seize the opportunity to re-design business models and processes from R&D and engineering through supply chain, services and production operations. Sridhar points out these opportunities as better product insights, high customer experience and new ways of delivering customer service.

“Connecting the factory and delivering smart products may, however, require re-thinking of the business model. For supply chain, services and production operations, business models can be changed by real-time data of products. This impacts the product maintenance costs and customer experience and allows manufacturers to use this information for designing new products. Modelling a business on Augmented Reality technology also works,” he observes.

Vouching on predictive capabilities for a transformation, Dr Chatterjee suggests, “Predicting failures in operations & products at customers end, will help manufacturing organisations to plan better to minimise or address such failures in a better way. It will help to improve quality and productivity. Digital solutions will touch each activity in the complete value chain creation process of manufacturing.”

To re-design business models, Dutta urges manufacturers to adopt a framework engaging people by personalising user experience, where people can ask questions of their models and get insightful answers to make decisions faster and less expensively than in the physical world, where they can virtually try out process and be sure it can move directly into the production to make engineering faster and utilise capital equipment more efficiently, and lastly, a framework, which helps build a system that provides on going return on investment by embedding the best practices from successful implementations, making future implementations much easier.

When manufacturing value drivers are examined and mapped to digital levers, several opportunities for companies to create value by improving operational effectiveness and product innovation are found. As per Amane, product as a service, remains an important aspect of emerging business models and needs distinctive capabilities, in turn, making it a core competence. “It also changes the dimensions of the business case drastically along with the risk parameterisation,” he says.

“Organisations need to adopt digital-first approach for its products, operations and support” Dr Pradeep Chatterjee, Senior General Manager & Global Solution Architect, Cummins Inc

“Flexible integration of capabilities into complete value chain results in re-designing business models” Siddhalingprabhu Amane, Managing Consultant

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business. “Traditional measures of success – quality, cost, speed aren’t enough. It does not matter what size is a manufacturer. Digitalisation helps them create a model-driven enterprise. It helps them model their existing business and future alternatives,” he asserts.

To achieve this goal, the first step is to understand the capabilities of digital solutions. “Organisations need to adopt digital-first approach for all new requirements, such as setting up new plants, production line, etc. Skills, which will be mandatory, are domain expertise, automation, IT, artificial intelligence, cyber security, sensor technology, electrical, electronics, communications technologies, analytics & big data management. It will not be limited to these and some more new skill set requirements are likely to emerge,” says Dr Chatterjee.

Conversely Amane believes, that complexity and lack of digital capabilities are not holding many firms back. Rather, he says, “It’s the lack of ability to structure and re-structure the complexity of business that is holding firms back to undertake transformation. Secondly, it is the conventional parameter of business case formulation and lack of intent to incorporate the newer intangible parameters like flexibility/agility due to inability to assign monetary value to these, which is holding the firms back. To address this, the management capabilities need to strongly tilt towards design of systems from executing through the system.”

Driving a solution

Manufacturers can, nowadays, virtually model any design, production and distribution process to improve agility or optimise performance to achieve operational

Walking through digital transformation…

Dutta opines that the key drivers for manufacturing organisations towards digital transformation include crowd sourcing, IoT and Big Data analytics. “Meanwhile, these same forces, along with Additive Manufacturing and advanced robotics are also changing how manufacturers produce smart products,” he adds. In this context, Amane adds, “Flexible integration of capabilities into complete value chain result in not only re-designing, but re-defining the business models. Digital transformation should be broken into two areas – enterprise capabilities & business model and IT capabilities.”

Complexity and lack of digital capabilities are holding many firms back. Speaking on a roadmap to achieve this transformation, Sridhar focuses on IoT and Augmented Reality. While he says that the next generation of IoT should go well beyond real-time, monitoring to connected information platforms that leverage data and advanced analytics to deliver higher-quality, more durable, and more reliable products; for augmented reality, industrial manufacturing companies are using it to provide hands-free training, enable faster responses to maintenance requests, track inventory, increase safety and provide a real-time view of manufacturing operations.

Adding on the impact of IoT advancements here, Dutta affirms that IoT as a transformation force, is estimated to have impacted more than 300% increase in connected devices over the past 5 years and is estimated to have economic impact of US$ 36 trillion of operating costs of key affected industries by 2025. In a world of smart, connected products, where entire markets can vanish with a single innovation, manufacturers must take a new approach to

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MANAGEMENT | ROUND-TABLE

excellence. The combined effect of these two megatrends is now creating unprecedented new challenges – and opportunities – for manufacturers, suppliers, investors and consumers. Speaking more on challenges, Sridhar says, “Lack of visibility into product data diminishes any potential for reuse and may introduce additional errors because of inaccurate data and time-consuming tasks. Inefficient, inconsistent product development processes and incomplete product definitions can drive up your costs and lead to product delays.” According to Amane, planning for transient phase of transformation execution and business continuity, by large, remains the key challenge in this industry.

Suggesting solutions for the same, Dr Chatterjee regards, “Organisations need to adopt digital-first approach for its products, operations & support.” He further suggests, “Cyber security threats will always exist and have to keep getting addressed. Better security measures are being developed to safeguard, which is a continuous journey and, hence, are

less likely to cause disruptions to manufacturing activities.”Dutta re-affirms that to optmise production, a

manufacturing framework with intelligent models that self-optimises efficient product realisation and successful customer utilisation is vital. He explains the four pillars of such a system with a combination of engaged users; intelligent models; realised products and an adaptive system for delivering an architecture that’s quickly deployable, easily upgradeable and highly flexible.

It’s clear that digital transformation in manufacturing is underway now and is continuing to gain momentum. Manufacturers should not only consider their own positions on the journey, but also how they stand, compared to their competitors. As per Sridhar, with a consolidated, integrated product development infrastructure, the total cost of ownership is minimised and processes are standardised. “So, a complete digital product definition enables more effective digital prototyping, testing and other downstream activities,” he concludes. ☐

30 EM | J u l 2015

MATER IAL H AN D L IN G | F OCUS

It is signi�cant to upgrade maintenance operations with improved e�ciency, quality and reduced overhead. �e article highlights the extensive bene�ts of a CMMS implementation that drives increasingly e�cient maintenance operations and increases labour e�ciency, equipment availability and operational performance to produce quanti�ed operational bene�ts.

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Today’s distribution, manufacturing, and post and parcel operations depend on automation to keep product flowing reliably and efficiently. Industry research expects 10-15% annual growth in adoption of automation over the next three to five years, with overall adoption levels approaching 80% by 2019. With so many operations relying on automation, proactive system maintenance plays a critical role in avoiding unplanned downtime and maximising profits, asset performance, equipment

longevity and return on system investment.Predictive maintenance requires capturing all of the

relevant data and the interpretive expertise to put it to proactive use. Today’s computerised maintenance management software (CMMS) is an essential tool designed to do just that—manage data collection, analysis, planning and execution for an informed preventive lifecycle maintenance programme.

However, these benefits assume an effective and fully developed implementation. Results can quickly sour and the

Scott Turner CMMS Development Manager Intelligrated

Five steps to a successful material handling CMMS implementation

MATER IAL H AN D L IN G | F OCUS

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FOCUS | M ATER I AL HANDL ING

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CMMS can become unusable if ill-equipped operations attempt the implementation inhouse or use a vendor unfamiliar with their industry. Collecting on the promise of a CMMS requires an experienced, trusted partner armed with a deep pool of reliable data and an understanding of client business goals.

Avoid unfulfilled potential

The market offers several competitive CMMS platforms, with similarly robust capabilities and features to build, manage and execute strategic maintenance programmes. The differentiation comes from the CMMS vendor’s industry experience and implementation support to set a programme up for success and translate potential improvements and safeguards into concrete results.

Unsuccessful implementations are usually not a result of inherent software deficiencies, but due to other factors, like dirty data, deficient management framework and poor

vendor support. These limit the effectiveness of individual CMMS installations and further issues, such as a lack of scalability and standardisation add unnecessary complexity to multi-site implementations.

CMMS drives broad-based financial returns

Investment in a well-implemented CMMS offers a sound financial return rooted in increased labour efficiency, equipment availability and operational performance to produce quantified operational benefits. Beyond return on the investment of the software itself, the CMMS fuels more informed decisions for asset replacement justification based on total cost of reporting through the data it gathers against wear and performance guidelines from the OEM. It also enables maintenance staff to work more efficiently and provides the necessary data for streamlined workload and staffing projections based on data from other installations and recommended service intervals.

Historical data captured by the CMMS enables smarter parts stocking based on usage trends. Furthermore, integration with OEM parts databases enables automated stock replenishment, ensuring parts availability without keeping excess inventory. The extensive benefits of a CMMS implementation typically result in return on investment in less than two years. The software drives increasingly efficient maintenance operations for decades and operations can reap even more benefit from cross facility comparisons and updates. 1 Sufficient amounts of accurate data

A CMMS application is only as effective as its data quality allows it to be. It can take five to seven years for a single site to accumulate sufficient amounts of data to set benchmarks and provide an informed foundation for strategic maintenance. Missing assets, incomplete procedures or outdated spare parts information sacrifice data set size and accuracy, greatly reducing programme effectiveness.

Choosing a vendor with experience monitoring and managing material handling systems provides access to the right data and the experience necessary to put it to productive use. Utilising a CMMS vendor with relevant

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material handling experience provides the added value of gaining access to years worth of relevant industry-specific data from multiple implementations, including information from both its own systems and equipment from other manufacturers. At startup, the CMMS provider sets up a standardised framework to handle local data collection and analysis, providing a scalable foundation for comparison and data sharing across multiple sites.2 Expertise to extract the most value from data

Business intelligence-driven process improvements drive the ongoing benefit of an effective CMMS implementation. The path to success requires extensive data input with proper organisation and workflow. A new installation starts with importing data from existing database libraries and can require the creation of more than 200 different assets in the software, including root cause analysis, mean time to failure and measurement thresholds to trigger actions. Multi-site implementations add an extra layer of complexity due to the importance of a scalable, consistent framework to enable comparisons and data sharing between facilities. This places a premium on standardisation and repeatability with performance indicators, equipment and process nomenclature.

After setting up the environment to effectively analyse data, the CMMS plays an active role in managing and executing maintenance functions, automatically scheduling work orders as key performance indicators hit preset measurement thresholds. But the CMMS is not simply a management tool to commission work. It leaves no part of the maintenance process unassisted, with up-to-date spare parts pricing and a full suite of features to help both management and technicians work more efficiently, with automated phone or email alerts based on predetermined asset conditions.

The CMMS assigns tasks based on individual expertise and location within the facility, and prevents technicians from switching between different technology platforms by hosting product manuals, preventive maintenance

procedures and OSHA compliance metrics, all in one place. This allows technicians to work without delays or interruptions, allowing operations to save money on overtime expenses, decrease cost per repair, reduce paperwork and use fewer contractors. The software also futureproofs itself by cataloguing consistent process improvement, automatically updating compliance modules, procedures and work orders with best practices gleaned from other sites throughout the vendor’s installation network.3 Support from a vendor with experience specific to the

material handling industryThe proliferation of capable CMMS platforms is a

testament to the tool’s value in nearly any application with automated equipment. While several suppliers offer robust software across several industries, they lack the specialised material handling expertise and ongoing support to help end users make the most of their investment.

The difference between using a generalist software vendor and a true material handling partner is the value of specialisation. Some suppliers may be learning the industry on the job as they attempt to assist a customer, resulting in slower, less-effective and more expensive support. This is similar to buying a car from a specialised dealer with experience supporting that specific make and model, as opposed to buying the same model from a dealer with no experience in maintaining and supporting similar cars.

A premier material handling CMMS partner has a high level of familiarity with warehouse automation processes, order fulfillment systems and business requirements that allows them to plan for and respond to the nuances of manufacturing and retail distribution operations. This includes industry standardised reporting with expert support, implementation and maintenance scheduling around peak season requirements, and close integration with parts ordering systems to ensure sufficient inventory for routine maintenance and any unplanned outage.

The CMMS provider sets up a standardised framework to handle local data collection and analysis

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MATER IAL H AN D L IN G | F OCUS

Properly implementing a CMMS offers more efficient, better-quality maintenance operations

4 A thorough implementation with speed to matchUpdating processes and implementing new systems

requires careful planning and consideration to enhance, not disrupt, operations. This starts with establishing shared expectations between customer and vendor, with a clear implementation plan that accounts for customer scheduling demands, such as uptime requirements and seasonal peaks. Experienced material handling CMMS providers typically take two months to complete an installation following receipt of necessary documentation and approval from the customer.

In addition to efficient and timely installation, a quality implementation lays the foundation for sustainable success. It preserves maintenance best practices by scheduling services at proper intervals to keep systems healthy and avoid conflicting with peaks, while also providing detailed work order instructions that include the latest state and federal safety procedures to promote consistent, common work standards. CMMS can even connect with a client’s enterprise resource planning (ERP) system, with the ability to feed human resources modules with staff performance reporting.

Mutli-site data sharing strengthens entire installation base

A major benefit of a fully developed CMMS is the ability to learn from issues at other sites in the vendor’s installation base. Sharing multi-site information combined with the continued support offered by dedicated CMMS administrators means the review of new and historical data to give advice and direction for ongoing improvement. The CMMS automatically puts these updates into action by issuing work orders to other installation sites to circumvent the same issue on similar systems or equipment. This capability leads to updates of everything from faulty light grids to conveyor motors as a preventive measure to correct issues before they result in a major outage.

For example, unsuitable breakers in a system control panel did not cause a major server issue at a customer site, but it did complicate system restarts following power outages. After extensive research, the local maintenance team identified the circuit breaker with the incorrect trip characteristic. Knowing that this issue could be present in other similar systems, the operation worked with its CMMS administrators to issue a network-wide alert, complete with corresponding work orders to inspect and correct the same issue at other locations. Thanks to the CMMS programme cataloguing and sharing this information across multiple sites, the customer saved hundreds of man-hours of labour that could have been lost due to repetitive research and troubleshooting.5 Customer involvement is key

When purchasing any tool to enhance business processes, end users must also invest the time and attention necessary to produce maximum results. CMMS customers must be engaged with the vendor throughout the process, from design and installation to training and ongoing evaluation. This involvement enables a neatly structured programme to accommodate site-specific criteria and enable the cleanest handover following implementation, with well-informed staff empowered to use their system to its full potential. Following handover, regular dialogue between vendor and customer informs future updates to the programme to enhance data analysis, maintenance procedures and more.

Conclusion

Properly implementing a CMMS offers more efficient, better-quality maintenance operations structured to accommodate site-specific and enterprise-wide requirements, with reduced management overhead from a single, centralised portal. However, translating these benefits from potential to reality requires an engaged customer and a reputable partner armed with industry-specific experience and data. ☐

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High Performance Cutting Tools

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36 EM | J u l 2016

CNC & MAC H IN E CO N T ROLS | T E CH N OL OG Y

Pulling PLCs & PCs together for better machiningBy linking production PLCs with PC-based data acquisition & analysis, shops that fabricate customised, complex, tight-tolerance products can exploit the best attributes of each to achieve consistency and quality

Advanced CNC machines are enabling the fabrication of intricate, large parts with complexity and tolerances, which were not achievable even just a few years ago. Combined with advances in CAD/CAM analysis, planning and machine set-up, these improvements have also created additional and aggressive expectations by designers and fabrication shops. As usual, technological advancement has widened the goal posts of possibility. It’s not unusual for multi-axis machining operations on a single workpiece to require many unattended hours, with each step carefully analysed, calculated, and choreographed in advance; it’s a world where a single wrong move or mistaken instruction cannot be undone and can ruin an expensive project.

The long-established PLC is a very good fit as the controller for a CNC machine, given it can handle the demands of tight tool control and feedback, while also functioning amid the harsh environment of the shop floor. Implementing the individual fabrication steps with the tight tolerances and intricate motions to defined precision shapes to precise dimensions is a task well suited to the PLC.

But the PLC is not the appropriate controller for analysing and preparing the machine’s operation, or for providing the long, carefully timed set of instructions to the CNC machine–a process which may span hours. It is limited in both computation capability and sequencing ability. Furthermore, it is limited in its ability to provide

Eamonn WalshTechnical DirectorBrainboxes

37EM | J u l 2016

TECHNOLOGY | CNC & M AC H I NE CONTROLS

work-in-process updates or production-related data.PCs working in conjunction with PLCs are the solution

for those tasks. With their computational power, PCs can provide the necessary calculation-intensive capabilities for CAD/CAM applications to work out the complex dimensional analysis needed for the various cuts, machining paths, critical angles and their overall production sequencing.

In addition, PCs and their multifaceted networking options can easily link to other PCs to provide Ethernet connectivity and other standard I/O ports. Critically, they also support legacy interfaces such as RS-232. Their capabilities go beyond the basic hardware interfaces, as well, as they can support the myriad formats and protocols required by the diverse world of PLC-based CNC machines.

Using PCs for analysis, interfacing, and networking in conjunction with basic PLC control provides other management benefits. They can provide the numerous, increasingly mandated regulatory and traceability reports. Further, with their ubiquitous networking capabilities, they can link multiple test or production stations, factory inventory status, customer information and other production considerations. The result is mass production, but combined with a high degree of per-unit customisation.

PLC operation linked to PC control

The PLC has its well-established role at the production line, while the PC provides higher-level access to an almost unlimited array of application software for advanced data analysis to support production planning, tracking, traceability and scheduling. Adding the considerable resources of PCs and their networks to a PLC test or production system takes advantage of the substantial benefits of each, while avoiding their traditional weaknesses. Using CAD/CAM application tools, the PC can work out machining specifics and then feed the CNC a long sequence of precise instructions—which must often be via a proprietary CNC protocol. The PC also enables further optimisation including improved yields, margins, and profits, as well as improved regulatory compliance.

PC-based analysis and connectivity gives management

insight into production flow, along with a broad view of the process shifts, which affect output, ranging from materials to operational to maintenance issues. As a result, management is better equipped to anticipate problems and deal with them proactively, rather than just being reactive and in “emergency” mode. Management can integrate additional factors including market data, availability and pricing of raw materials, and inventory situation, as part of the ERP (enterprise resource planning) goal.

There’s a hardware benefit as well. By adding data analysis as well as connectivity via the PC and network, management can harness the relentless move of PC/network components along the higher-performance/lower-cost curve. Moreover, it brings flexibility in connecting to, viewing, and querying PC-friendly networks using smartphones and tablets, so the possibilities become dramatic and wide-ranging.

The right modules can bridge the divide

Still, there’s a legitimate concern which can’t be ignored, namely, the legacy issues and need for ongoing compatibility with the installed base of PLCs running CNC machines and their unique I/O. Replacing these is simply not a viable option in existing facilities, nor for new installations. The question often asked is: “how do we integrate the best of these two approaches and add PC-based functionality, still support installed legacy hardware and software as needed, and remain open to the inevitable future requirements?”

Fortunately, there are multilevel approaches, which meet the issues of the PLC and PC worlds, along with multiple networking and interoperability concerns, plus legacy factors. In the right combinations, these integrate the vertical path from transducer I/O and its basic interfaces, to factory protocols and advanced network compatibility. They also encompass the broad horizontal span of system-level gateways, databases, development tools, and high-level network access.

A new highly-integrated digital networking module for industrial machine control demonstrates how these advanced building blocks have evolved to bridge the gap between

38 EM | J u l 2016

CNC & MAC H IN E CO N T ROLS | T E CH N OL OG Y

PC and PLC worlds. The ED-204, a highly integrated 3-in-1 Ethernet module from Brainboxes combines a dual-port Ethernet switch, an Ethernet to RS-232 serial interface and an Ethernet to 4-channel digital I/O in a compact 3-in-1 solution that saves the cost of deploying three separate units.

At the networking and management levels, this module can be configured, monitored and controlled using a Windows COM port driver, which enables legacy software support by providing an interface to the Windows platform. Seamlessly networking the older serial modules extends their life for many years to come, keeping costs low and investment return high; plant engineers don’t need to retrain to use these devices. The port is compatible with industry-standard PC packages such as LabView, MATLAB, and Agilent VEE so users can continue to exploit the benefits of their existing development and process-control system.

The module can also deliver data directly to the Android Smartphone, Android Tablet, Apple iPhone and iPad, or indeed any device that has a web browser. System programmers can use the available Application Programming Interfaces (APIs) to integrate functionality into their software platforms. These APIs span a wide range of programming languages: C#, C++, PHP, Perl, JavaScript, Visual Basic and .NET (with more coming).

Further, it’s important to look ahead, while not obsoleting the installed base; even the venerable RS-232 interface still has an important place in the PLC/CNC world. That’s why there are adapter modules, which provide connectivity and protocol compatibility between well-established serial interface standard and the ubiquitous Ethernet port. This allows the PC-based system to provide

operating management and supervision all the way down to the PLC level, if desired.

The road ahead

As PCs increase their role with respect to PLC-based test and production, modules such as Brainboxes’ ED units can support plant managers and manufacturers who stay with PLCs for basic control, but who also want to have access to the system-wide, analysis-focused, and networked advantages which PCs can bring—especially when integrated with PLCs where appropriate. Selecting a module with PC and network interfaces and compatibility allows them to keep their options open for the future.

The momentum is inescapable and a good thing: the current direction of the industrial markets is convergent with the PLC market, shifting to increasing PC-based, high-level involvement. This is a consequence of the pervasiveness of the PC and its associated applications. Whereas PLCs are proprietary systems with so-called ‘open’ standards that actually differ from manufacturer to manufacturer, PCs, with their high-level networks and application packages, fit the needs of advanced insight, broad management, interconnection, and data sharing.

When properly configured and deployed, an architecture which builds on PLC-based test and production, and enhances it with PC power, offers genuine synergy and significant benefits from top to bottom. It allows management to acquire more and better product-test data, then analyse, use, track, report, archive, and retrieve it, all resulting in improved insight and performance. ☐

Selecting a module with PC and network interfaces and compatibility allows plant managers to keep their options open for the future

40 EM | J u l 2016

SOL ID CARB ID E TO O LS | APPL I CAT I ON

Most shops evaluate new cutting tools in an effort to reduce machining time, increase tool life, or improve part quality. This article highlights how Kennametal’s series of 4 and 6 – flute high performance full ceramic end mills helped a Tier II aerospace supplier to deliver parts on time with zero scrap.

Stellar Precision Components Ltd, a Tier–II aerospace supplier in Jeanette, Pennsylvania, USA, evaluated new cutting tools for a unique reason. “We’d just taken an order for some Inconel parts,” says Edward Frieze, Production Manager. “Our only concern then was how we could get them shipped in eight weeks.”

Four decades earlier, Mike Vucish Sr, was working for a manufacturer of naval nuclear components when he saw an opportunity to go into business for himself. He bought some equipment, invited a few students from the technical school

where he taught shop class at night, and opened the doors of Stellar Precision in 1978. He continued to work at his day job until his fledgling company was firmly established, but in the meantime brought some family members on board to help out.

“We started out by doing a lot of overload work from other larger shops in the area, but that evolved into direct support of several nuclear programmes because of my father’s experience in this area,” says daughter Lori Albright, now owner and president of Stellar Precision. “We’ve since

Meeting deadlines with efficient cutting tools

41EM | J u l 2016

APPL ICAT ION | SOL I D CARB IDE TOOLS

become a key supplier to a number of prime aerospace and defense contractors including Boeing, Lockheed, and Raytheon, as well as various nuclear and medical customers, and have over 70 employees and sales revenues of nearly ten million US dollars.”

Stellar prides itself on continual updates to its equipment list, and has an eclectic mix of CNC machine tools from Haas Automation and Okuma, although that balance is steadily tipping in Haas’ favour as the shop’s older machines go into retirement. Albright says that not only is the Haas equipment less expensive than its foreign-built competition, but that ‘Made in America’ resonates with many of Stellar’s customers. “This approach also lets us replace our equipment on a more regular basis, which in turn keeps us current on technology.”

Key equipment includes an Okuma LB-45 lathe able to turn 36 in diameter parts up to 120 in long (91 mm x 305 cm), and a Haas VF-11 5-axis machining center with 10 ft of X-axis travel (305 cm) and a table load capacity of 4000 lb (1814 kg). Stellar also has several wire EDMs, a dozen or so 3, 4, and 5-axis machining centers and mill-turn lathes, and offers value-added services such as non-destructive testing, welding, heat treating, and Teflon coating.

Not too tough

Stellar is used to meeting demanding requirements. Recent projects include components for RAM Block II anti-ship missiles, the CCtCap crew transport vehicle, 155 mm Long Range Land Attack Projectile (LRLAP) advanced gun system, rocket motor cases for the Atlas Five launch vehicle, and others. Their newest project, however, would be one to test the mettle of machinists and management alike.

Frieze explains that Stellar had just received a purchase order for a handful of Inconel 625 prototypes. The raw material blanks for the job measured 18 in square x 3 in thick (457 x 457 x 76 mm), and weighed nearly 300 lb each (134 kg). The project team suffered little indigestion over the tough material’s poor machinability; Stellar routinely cuts Inconel and other nickel-based superalloys, as well as tungsten, maraging steels, 60 Rc 4340 (300M), and tool steel.

Tolerance was also not an issue. Frieze points to one recent titanium part that called out a 0.005 in (0.127 mm) profile tolerance over its 12 in length (304 mm), the equivalent of holding “a couple tenths” in parts that cost over $5000 a piece before machining. Meeting the relatively wide open tolerances on the Inconel part was not a concern.

The problem was one of raw material removal: when finished, the Inconel plates weighed in at a svelte 30 lb (13.6 kg), 90% lighter than their starting weight. Frieze knew there weren’t enough hours in the day to remove that much material using conventional carbide tooling, not if he were to meet the deadline. He needed a better solution.

Seminar payoff

Earlier that year, Frieze and several of his coworkers, had attended a learning event sponsored by a local chapter of the National Tooling and Machining Association (NTMA), and hosted at the Kennametal technical centre in the nearby town of Latrobe. There he met Product Manager, Matthieu Guillon, who introduced him to a cutting tool that Frieze was initially skeptical of.

That tool was Kennametal’s series of 4 and 6-flute high performance full ceramic end mills. Constructed of SiAlON KYS40 grade ceramic and designed specifically for roughing in nickel-based high-temperature alloys, these end mills

Stellar Precision owner discusses tooling on the shop floor with Production Manager, Ed Frieze

42 EM | J u l 2016

SOL ID CARB ID E TO O LS | APPL I CAT I ON

often out-produce carbide by up to 20 times. Says Guillon, “We recommend a starting speed of 825 SFM up to 3300 SFM (250 to 1000 m/min) and feedrates starting at around 0.001 IPT (0.03 mm) depending on the tool diameter and other conditions. Despite the far higher cutting speeds, we have some customers who have reported 2 to 3 times greater tool life than carbide.”

Stellar didn’t have any immediate use for the ceramic tools, but after making some quick feed and speed calculations, Frieze knew they would be an effective solution given the right application. Several months later, that application arrived with the Inconel plates. He called Guillon to say he might have a good use for those ceramic cutters they were talking about, and wondered how soon he could get some.

Skeptic to the last

Frieze remained skeptical. He’d tried indexable ceramic cutting tools on both milling and turning jobs in the past and had mediocre results. In this case, however, he was willing to try anything if it meant meeting the customer’s deadline. When Guillon arrived a few days later with the ceramic end mills, Frieze followed Kennametal’s feed and speed recommendations to the letter, crossed his fingers and pushed cycle start.

“We weren’t certain what would happen so started out with a block of test material,” he says. “You don’t use cutting fluid with ceramic—only an air blast. There was fire shooting everywhere. It was something we’d never seen before. But within the first hour, we knew it was going to work.”

“The tools aren’t inexpensive,” he says. “At one point, Lori had around $20,000 worth of end mills sitting in her

office and we were starting to question the investment. But once you calculated in the machine costs and reduced cycle time, we figured it was three to four times more cost-effective to go this route. Each end mill gave us one half hour of cut time, at which time we replaced it whether it was worn or not. The process was so predictable we were able to run lights out. It was a drastic savings.”

Enjoying the heat

Best of all, Stellar delivered the parts on time with zero scrap, and is now quoting a second, even larger order. Owner Lori Albright was quite pleased with the outcome. “This type of situation is the nature of our business. We have to react to our customers’ needs and employ the best technology available to do so. That’s one of the reasons why Kennametal is so welcome here. We work together as a team to solve challenges.”

Looking forward, Albright anticipates continued growth. Having expanded Stellar’s existing facility six times, she figures it might be time to put up an entirely new building on nearby property. She also looks forward to bringing additional young people to the machining trade. “We have apprenticeship programmes with several of the area schools, one of which my father used to teach at,” she says. “I find that it’s often our younger people that drive our innovation. It’s too easy to keep doing things the old way and not invest in tooling and equipment, or pursue new technology. The days of high volume, round-the-clock fender clip manufacturing is gone, and it’s only by continually improving their manufacturing processes that companies can succeed and grow. For us, Kennametal is part of that success.” ☐

Courtesy: Kennametal

Ceramic end mills operate at spindle speeds up to 10 times faster than carbide

44 EM | J u l 2016

CUTT I N G TO O LS | T ECHNOL OG Y

Optimising cutting performanceAdditional steps in optimising tool application can include fine-tuning of the characteristics of the tool substrate and geometry. The second part of the article deals with the selection of cutting conditions and tools that provide performance and makes achieving goals possible.

Because a tool’s cutting edge must be harder than the material it cuts, hardness is a key tool characteristic. High hardness, especially at elevated temperatures, generated in high speed machining will prolong tool life. A harder tool, however, is also more brittle. Uneven cutting forces encountered in roughing, especially in interrupted cuts involving scale or varying depths of cut can cause a hard cutting tool to fracture. Instability in the machine tool, fixturing or workpiece can also precipitate failure.

Conversely, boosting a tool’s toughness by including a higher percentage of cobalt binder, for example, will enable a tool to resist impact. But at the same time, reduced

hardness makes a tool subject to rapid wear and/or deformation in higher-speed operations or when machining abrasive workpieces. The key is to balance tool properties in light of the workpiece material being machined.

Modifying geometric changes

Choosing tool geometries also involves trade-offs. A positive cutting geometry and a sharp cutting edge reduce cutting forces and maximise chip flow. However, a sharp edge is not as strong as a rounded one. Geometric features such as T-lands and chamfers can be manipulated to

Patrick de VosCorporate Technical Education ManagerSeco Tools

45EM | J u l 2016

TECHNOLOGY | CUTT ING TOOLS

strengthen the cutting edge.A T-land – a reinforcing area behind the cutting edge –

set at a positive angle can provide sufficient strength to handle specific operations and workpiece materials and minimise cutting forces as much as possible. A chamfer squares off the weakest part of a sharp cutting edge, at the price of increased cutting forces. ‘Hard’ chip control geometries guide the chips through a relatively acute angle to curl and break them immediately. These geometries can be effective with long-chipping materials, but place extra load on the cutting edge. ‘Soft’ chip control geometries puts less load on the cutting edge, but generate longer chips. Different geometric features as well as tool edge treatments such as hones can be combined to optimise cutting performance in specific workpiece materials.

Operating costs

Models for machining costs can also represent micro and macro perspectives. Micro-models consider cutting processes from a narrow viewpoint, linking cutting

conditions directly to cutting costs. Macro-economic models work from a broader perspective, emphasising the overall time required to produce a given workpiece.

Manufacturers measure production rate in various ways, from workpieces completed over a period of time to the total length of time required to finish an operation. Many factors affect production rate, including workpiece geometry requirements and material characteristics, product flow throughout a facility, personnel input, maintenance, peripheral equipment and environmental, recycling, and safety issues.

Some elements of manufacturing costs are fixed. Workpiece complexity and material generally dictate the type and number of machining operations required to make a part. The costs of acquiring and maintaining a facility’s machine tools and the power to run them are basically fixed costs. Labour costs are somewhat more flexible, but are effectively fixed for at least the short term. These costs must be offset with revenue from the sale of machined components. Raising production rate – the speed at which workpieces are converted into finished products – can offset fixed costs.

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CUTT I N G TO O LS | T ECHNOL OG Y

Tool versatility for modern production scenarios

Manufacturing is moving from high-volume mass production to high-mix, lower volume machining scenarios as a result of increased utilisation of just-in-time production strategies and the growth of outsourcing. Subcontractors increasingly produce smaller batch sizes on an intermittent but repetitive basis. Balancing productivity and tool cost considerations requires tooling that offers versatility and flexibility over a broad application window. Minimising the number of different tools in the workshop reduces tool-handling time and increases the time available for machining operations. The traditional way to increase productivity in an individual operation involving long runs of identical parts is to apply tooling specially designed for that specific. Designing and implementing special tooling is worthwhile when the expense can be amortised over a long production run.

However, balancing productivity and tool cost considerations in variable, smaller-batch situations is better accomplished with versatile ‘universal’ tooling that offers flexibility over a broad window of application. These tools reduce downtime by minimising the time needed to switch in a new tool when the workpiece changes. They also eliminate the need to set up and test run new tools. An example of such tooling is the Seco Turbo milling cutter range. These tools offer versatility in a broad range

of applications to provide a combination of cost effectiveness and high performance. The cutters’ positive cutting geometry reduces power consumption, leading to longer tool life and the possibility for increased depths of cut and feeds.

Another approach to universal tooling involves assembling a set of tools that suits a variety of applications. Seco selection tools are engineered to provide flexibility. The selected group includes a limited number of tools that may not necessarily provide absolute maximum productivity or cost efficiency in every application. The tools will, however, be the best and most economical choice when maximum flexibility is desired to machine a rapidly changing variety of workpiece materials and components.

Conclusion

It must be noted that while shop floor personnel and perhaps production engineers are quite concerned with cutting conditions and the productivity they represent, higher level managers are not as concerned with those numbers as they are with the business objectives of the manufacturing operations as a whole. Those who make the choices of cutting conditions and cutting tools should think first about the broader targets of their company’s machining operations and use them to steer selection of cutting conditions and tools that provide performance that will make achieving those goals possible. ☐

Cutting conditions and process results: speed, feed and depth of cut

A member of the UNITED GRINDING GroupCreating Tool Performance

Creating Tool Performance

HELICHECK PRECISION / ADVANCEDOptical CNC measuring machines for non-contact tool measurement

Fully automated measuring machines HELICHECK PRECISION / ADVANCED for rotation-symmetrical tools. For tool diameters from 2 to 320 mm, tool lengths up to 420 mm. Tool weight up to 25 kg.

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rotation-symmetrical tools. For tool diameters

United Grinding GmbH – India Branch Offi ce & Technology Center# 487, D1 & D2A, 4th Phase, KIADB Main Road, Peenya Industrial Area, Bangalore – 560058Tel. +91 80 3025 7600 · Fax +91 80 3025 7603 · madabhavi@grinding.ch · www.grinding.ch

48 EM | J u l 2016

TEST & ME ASURE ME N T | T E CH N OL OG Y

In order to achieve flawless surfaces, encoders with very small interpolation error are necessary. This article analyses the prerequisites for high surface quality in order to produce mill workpiece surfaces without a visible wave pattern.

It takes time and effort to manufacture perfect surfaces. For instance, the sculpture ‘Cloud Gate’ — a sculpture by artist Anish Kapoor in Chicago’s Millennium Park — was polished by 24 specialists for several months as the final step. The stainless steel sculpture, with over 99 metric tons and the gigantic dimensions of 10 m x 20 m x 13 m features a perfect, seamless surface that mirrors the Chicago skyline.

In the same way, flawless surfaces are a frequent goal in the machine tool industry, and particularly in mould making. Here, however, economic aspects play an important role. Manufacturing parts with tight tolerances and high surface quality in a short time presents a special challenge. The manufacture of high-quality workpieces in mould making demands large cutting volumes during roughing, on one hand, while requiring a perfect surface after finishing, on the other. Only if surface quality is optimal is it possible to avoid subsequent cost, e.g. through manual polishing. Besides the

quality of the machine’s mechanics and the corresponding performance of the control, the third column responsible for an optimal milling result is the measuring technology.

To achieve high part surface quality, the encoders that provide signals with extraordinarily small deviations within one signal period (interpolation error) are of crucial importance. Interpolation errors are responsible, for example, for periodically recurring irregularities in form on the workpiece surface, which are disturbing in mould making.

Surface defects stand out

The human eye is very sensitive to structural changes or even the smallest defects on a surface. A pixel error on the monitor, for example, with a display comprising up to five million pixels, is immediately visible. The human eye is even more sensitive to periodic surface faults. Test workpieces

Achieving perfect surfaces with encoders

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TECHNOLOGY | TEST & M EASUREMENT

show that periodic form errors of as small as 0.2 μm can be clearly visible. Particularly in mould making, these form deviations – although they have no influence on accuracy – are disturbing and require expensive rework.

Reasons for periodic surface errors

Surface errors are visible on part surfaces as shadows or fluctuations in contrast. From the usual vision distances, the human eye perceives them as disturbing. They can be attributed to fundamentally different causes:

Vibrations of machine that disturb the machining processShort-period errors of the axis encoder (position errors within one signal period, i.e. interpolation error)This technical information describes surface errors

caused by position error within one signal period.

Position errors within one signal period

The resolution provided directly by an encoder is usually insufficient for modern machine tools. Interpolation processes are, therefore, applied that subdivide the periodic

analog—typically sinusoidal—scanning signals A and B. Interpolation factors of 4096 (12 bits) and more are quite usual. This makes it possible to start from measuring standards with relatively large graduation periods and attain the measuring steps of 0.1 μm and less that are needed for controlling machine tools. The HEIDENHAIN encoders LC 100 and LC 400 achieve measuring steps of 0.001 μm.

The interpolation processes operate faultlessly as long as the two sinusoidal output signals are ideal, i.e. have exactly the same shape, amplitude, on-off ratio and are phase-shifted to each other by exactly 90°. Deviations generate errors that repeat themselves with each period of the scanning signals. One, therefore, speaks of errors within one signal period or interpolation error.

The size of position errors within one signal period are determined by the following:

Size of the signal periodHomogeneity and period definition of the graduationQuality of scanning filter structuresCharacteristics of the sensorsStability and dynamics of further processing of the analog signals

50 EM | J u l 2016

TEST & ME ASURE ME N T | T E CH N OL OG Y

Effects of position errors

The mould making industry is demanding workpieces with increasingly complex geometries. In five-axis machining, all combinations of axis movements are common. If an inclined or curved machining surface is manufactured through the interpolation of multiple NC axes, the interpolation error can be seen directly on the workpiece.

This becomes particularly apparent when an inclined surface with a small angle is machined. The interpolation error of the encoder in Z direction can become visible by projection on the inclined workpiece surface. Because of the inclination, an n-fold enlargement of the signal period appears in the tool path. While the axis in Z direction moves by only one signal period, the X axis moves n times more. A wave appears on the inclined workpiece surface with a wavelength that corresponds to the n-fold signal period of the Z-axis encoder.

Because all sorts of inclined surfaces are manufactured during the machining of freeform surfaces, there will always be the corresponding amplification of the signal period. A wavelength of 0.5 mm to 5 mm is especially easy for the human eye to detect.

With an interpolation error amplitude of less than 100 nm, the workpiece surface has a flawless appearance. Starting from an interpolation error amplitude of 200 nm, the effects

on the milling results becomes visible. Greater interpolation error results in optically disturbing form deviations.

Machining example

The example workpiece is manufactured in multipass milling with a ball-nose cutter, Ø 12 mm. Different sizes of interpolation error exist for each of the three machined surfaces.

An encoder with very small interpolation error was used for the top workpiece in, with a HEIDENHAIN linear encoder of the LC 100 series. In this case, the typical interpolation error is significantly less than 100 nm. The workpiece surface appears perfect.

Encoders with larger interpolation error present a different picture. As the feed axes follow high interpolation error, a conspicuous wave pattern appears on the workpiece surface. If the encoder has an interpolation error of 200 nm, a wave shape is clearly visible. With 500 nm interpolation error, the workpiece surface has a very prominent wave shape.

Encoders with very small interpolation error, such as the HEIDENHAIN linear encoders LC 100, LC 400 or LF, are necessary in order to mill workpiece surfaces without a visible wave pattern. ☐

Courtesy: Heidenhain

Position errors within one signal period (interpolation error) Illustration of interpolation error on a workpiece incline

Position error u within one signal period

Pos

ition

err

or

Sig

nal p

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Signal period360° elec.

Ideal pathMilled path

Signal periodAmplitudeAmplificationWavelength

EDUCAT IO N & T RA IN IN G | SPE C I AL F E AT URE

52 EM | J u l 2016

Training & engaging Millennials for manufacturing workforceThe article illustrates how e-learning programmes can help train and engage Millennials for jobs in the industrial manufacturing sector, thereby, reducing the skills gap and enhancing manufacturer’s ability to stay competitive in the global market

According to a report published by the Manufacturing Institute in partnership with Deloitte, in the next decade, close to 3.5 million manufacturing jobs will be open and the skills gap will result in 2 million of those jobs going unfilled. This widening of the skills gap could compromise manufacturers’ ability to stay competitive in the global market. In order to address this issue, skilled labour has to be created.

Change for the better

The manufacturing industry is undergoing change, which brings both opportunities and challenges. With this,

the way factories are planned, constructed, and operated will also change. They will need to be more flexible and adaptable to technology, achieve better integration between buildings and processes, and be more resilient to economic and environmental shifts.

This new era will be marked by agile, networked enterprises that use information and analytics as skillfully as they employ talent and machinery to deliver products and services to diverse global markets. To keep pace with the trends of highly evolving and innovative manufacturing practices, it will be important for manufacturers to properly train existing employees, from machinists to engineers, to management.

53EM | J u l 2016

SPEC I AL F EATURE | EDUCAT I ON & TRA IN ING

Manufacturing companies have started focusing on attracting and training the young generation of workers known as the Millennials or Generation Y. They represent a generation of people who enjoy their freedom, are actively connected on the digital space, and are often tech savvy. Millennials view learning as a part of growth and are inclined towards training on the go.

Mentoring programmes for Millennials

Mentoring programmes that connect new hires with the right managers and in-person training can be a great way to bring them up to speed quickly with hard-to-find skills. Such programmes can be very effective in a workplace where senior employees outnumber new employees. Being trained by a person they respect and trust is important to Millennials. Mentors can help them integrate into the company’s work culture at a faster pace. Innovative training methods like online eLearning courses and lots of hands-on work where students learn practical applications of theory could lead to a more efficient and skilled manufacturing workforce. Apprentice programmes in which employees earn, while they are still in training, and get a full-time job upon completion

of the training, can be attractive incentives for Millennials.Additionally, integrating digital solutions like responsive

technology and gamification techniques in training and eLearning programmes can significantly improve engagement of Millennials. Visual simplicity is another way through which instructors can promote creative enhancements to reach out to new hires. Videos are a great way to present a string of procedures in a comprehensive way, demonstrate case studies, and reinforce information explained in text. Images can be used to deliver all of the textual information in presentations for knowledge retention. Since Millennials tend to respond positively to videos and images, it’s a good idea to incorporate them in the learning material. Further, it enables both classroom-based and self-paced training programmes with easily accessible learning material online or through mobile apps. This will allow Millennials to learn at their own pace.

Achieving quality results with e-learning

The manufacturing companies that will grow in the future are the ones that will adapt to the technological shifts and help their employees develop the skills necessary to stay

EDUCAT IO N & T RA IN IN G | SPE C I AL F E AT URE

54 EM | J u l 2016

products that adhere to and comply with industry standards and specifications. Further, introduction and orientation modules can be easily designed and delivered to new employees. Anyone can refresh their basic knowledge of products and processes, anytime and anywhere, using online learning. Even a new salesperson can better understand the products they are going to sell in the market.

To keep up with trends in production technology and manufacturing machinery, eLearning can help. Manufacturers can leverage an online training platform to distribute information on the latest and greatest technology to their entire workforce. Using an eLearning system, manufacturing companies can track and measure course completions and assessment scores, and administer certificates once workers have met compliance standards. System administrators can leverage reporting functions to determine which courses workers are having the hardest time with and provide additional training materials or instructor-led sessions to ensure that workers are equipped for the job.

Quality control, computer-aided manufacturing, supply chain management, logistics training or understanding basic manufacturing concepts are some areas where eLearning could help. While the workforce gets an idea during on the job training sessions, it is extremely important to have reinforcement training for them on these areas and eLearning would be the best medium to do it. ☐Courtesy: THORS eLearning Solutions

competitive in the future. To help foster a stimulating work environment, creating an engaging and innovative employee-learning and development programme is step one.

A competent online training solution with benefits like flexibility to learn anytime, anywhere and affordability is a perfect solution for both the manufacturing companies and the millennials workforce.

Today’s customers demand a competitive price and a product that delivers value, and the vendor-to-supplier relationship is bolstered by strong technical communication in areas such as sales, customer service, quality, operations, and purchasing. That’s why all employees need to be trained continuously in order for organisations to avoid the dangers of being out-thought and out-maneuvered by competitors.

Research shows that eLearning proves to be an excellent way to achieve quality results in a short amount of time. An online training programme can provide targeted skill development, just-in-time performance support, and a consistent way to deliver, track, and measure skill mastery. For organisations in the manufacturing industry, an eLearning programme can help develop talent from within, minimising the gap between actual skills and desired performance.

Driving solutions with e-learning

Online training can capture the expertise of industry experts to offer knowledge to new hires. eLearning can train the suppliers who provide manufacturing companies with

Manufacturing companies have started focusing on attracting and training the young generation of workers known as the Millennials or Generation Y

56 EM | J u l 2016

EVENT | R EP ORT

Transforming digital architectureThe recently concluded annual users’ conference of Siemens PLM Software 2016, at Pune & Bengaluru, demonstrated the value of digitalisation – from product development, validation and operations through production. A post event report…

Siemens PLM Software, a leading provider of product lifecycle management and manufacturing operations management software, recently organised Siemens PLM Connection India 2016—the annual users’ conference, at Pune & Bengaluru, respectively. The conference has been popular among the PLM industry fraternity in India over the years. This achieves even greater importance in the present time, with manufacturers striving hard to achieve profitable growth in a challenging business environment. This year’s conference was designed to play a significant role in charting the way forward by providing presentations, training, demos and many opportunities for interaction and networking with industry peers.

Highlights

The keynote address at Pune was delivered by Niranjan Bhalivade, CIO, CEAT Limited, wherein Bhalivade spoke about his company’s PLM journey. His session witnessed several valuable insights and learning for organisations, considering the PLM software solutions. On the other hand, at Bengaluru, Arun P Mote, Executive Director, Triveni Turbines, delivered the keynote address. In his address, Mote spoke about the competitive challenges faced by the Indian manufacturers in an increasingly global business environment, and explained how PLM can help organisations achieve sustainable competitive advantage.

57EM | J u l 2016

REPORT | EVENT

The conference also saw an interactive session conducted by Suman Bose, Managing Director, Siemens PLM Software India, where he spoke about the major economic, social and political changes shaping the world today. He also explained how individuals and organisations need to transform themselves to stay relevant in the future. In addition, Paul Brown, Senior Marketing Director, Siemens PLM Software and Mike Rebrukh, Director—NX Product Management, Siemens PLM Software, shared a glimpse of the future with a session on the emerging global trend of digitalisation, and how organisations can realise innovation by implementing a smart innovation portfolio.

Parallel sessions on the digital world

The events witnessed technical sessions that were divided into four parallel tracks – design, simulation and testing, manufacturing and lifecycle collaboration. In all, over 30 technical papers were presented by customers, showcasing their successful PLM implementations, exchanging insights and best practices with their industry peers. The Bengaluru conference witnessed many user industry presentations from the aerospace industry, whereas the Pune conference witnessed presentations from the automotive industry.

Overall, the technical papers covered diverse topics like product design, tool design, product simulation, testing, part manufacturing, digital manufacturing and lifecycle management. Also, there were presentations from the customers industry and Siemens PLM Software highlighted the latest advancements in NX, Solid Edge, Teamcenter, Tecnomatix, Femap, Fibersim, SDE, Syncrofit and LMS.

The Bengaluru event witnessed presentations including Kamal Kishor Gaur, HAL RWRDC, speaking under the track lifecycle collaboration on the topic ‘Implementation challenges of digital manufacturing in aerospace industry’. Parallely, there was a presentation on ‘Robust force control design of a servo loading actuator against flight control

actuator’ by Tanveer Ahmad Rubani, Scientist ADE, DRDO Bangalore under the simulation & testing track; ‘Knowledge-based engineering with NX CAD’ by Surendran Devaraj, Robert Bosch Engineering and Buisness Solutions Ltd, under the design track and ‘NX tool usage for variant field in Sansera’ by Prashant Patil, Manager—Product Design, SANSERA Engineering under the manufacturing track.

The Pune event witnessed sessions including C V Joshi, Tata Motors, speaking under the track lifecycle collaboration on the topic ‘Visual reporting and 3D analytics in PLM’; ‘Combined vibration and thermal cycling fatigue for ECU bracket’ by Vaideeswarasubramanian K, Valeo, under the simulation & testing track; ‘Visualisation & design using Solid Edge’ by Abhijeet Narvenkar, Forbes Marshall, under the design track and ‘Machine simulation and post processor for complex machines’ by Nishant Bhonge, Director, Sapience TechSystems, under the manufacturing track.

Conclusion

The conference also witnessed the presenters of the technical papers, felicitated by Gautam Dutta, Senior Director—Marketing, Siemens PLM Software India, who complimented them on their phenomenal achievement. He also emphasised the need to ask the right questions in order to find solutions to the toughest problems.

Siemens PLM Connection India 2016, attracted keen participation from customers and partners of the company from all over India, with over 600 attendees across the two locations. Attendees included Siemens PLM Software users, managers and business leaders. The conference featured customer keynotes, technical papers by users, detailed product update sessions by Siemens technical team, presentations and exhibition showcase by partners, providing complementary solutions and services. ☐Courtesy: Siemens PLM Software

58 EM | J u l 2016

EVENT | R EP ORT

Platform for restoring productivity expanseOrganised by Blaser Swisslube India, the second edition of Productivity Trophy, was recently concluded at Gurgaon. The event not only felicitated companies achieving operational excellence, but also discussed the latest technologies to elevate measurable added value. A post-event report…

With its Liquid Tool, Blaser Swisslube India honoured the cooperation and mutual success by enhancing productivity, economic efficiency and machining quality of its customers in India at the Productivity Trophy Awards Ceremony for 2015-2016, at Gurgaon. The event witnessed the felicitation of the awards to five manufacturing companies in India, in areas of tool optimisation, total costs of ownership, environment health and safety, productivity increase and process optimisation.

The event’s main focus was to discuss technologies that help achieve measurable improvements, while addressing major challenges to compete on a global level. Present at the occasion were M M Singh, Director—Maruti Center for

Excellence, Maruti Suzuki India; Rajesh Khosla, Managing Director, MMTC-PAMP India; Suman Bose, Managing Director & CEO, Siemens Industry Software India, along with Marc Blaser, CEO, Blaser Swisslube AG and Punit Gupta, Managing Director, Blaser Swisslube India.

Highlights

The event commenced with a welcome address by Punit Gupta, followed by a talk on productivity and quality across the automotive industry by M M Singh. Singh, who was also the chief guest for the event, shared insights on how OEMs

Megha RoySenior Features Writermegha.roy@publish-industry.net

59EM | J u l 2016

REPORT | EVENT

“For the two-tier suppliers, things are not prominent. So, we have taken up the challenge to modify the scenario, keeping in mind the change in manpower” MM Singh,Director — Maruti Centre of Excellence,Maruti Suzuki India

“To be at par with the industry competition, an organisation needs to improve on machining quality, economic efficiency & productivity” Marc Blaser, CEO,Blaser Swisslube AG

or component manufacturers can work together and change the market dynamics. “Today, we have witnessed a growth of 7-8% in the automobile sector. Also, there is a visible change in the manufacturing and power sectors. However, for the two-tier suppliers, things are not up to the mark. Therefore, we have taken up the challenge to modify the scenario and put in the required effort—having proper systems to work, working towards managing the change, keeping in mind the change in manpower,” he said.

Currently, it has become quintessential to focus on the precious metal transformation. Emphasising on the unique dimension of the art of precious metal transformation, Khosla believes that gold is an integral part to every Indian. On this, he avers that MMTC has joined hands with PAMP Switzerland, to address challenges faced, while setting up a precious metal manufacturing unit in India. “This will involve securing vaulting to Swiss standards, advanced environment for infrastructure and moving towards connectivity and accessibility,” he shared. In addition, he also explained that 25% of capex goes into environment concerns and placed India on the global gold map.

Blaser Swisslube believes that following a holistic approach in the industry today can help achieve the desired level of productivity and competitiveness. Taking this a notch higher, Blaser spoke on different dimensions of productivity and competitiveness in manufacturing, where he also discussed the global challenge of competitiveness. “To be at par with the competition in the industry, an organisation needs to improve on machining quality, economic efficiency and productivity,” he suggested.

Next, in an interactive session, Bose shared interesting insights to make people more familiar about Industry 4.0 and revealed the finer picture of the current scenario of Industry 4.0. He explained the changing landscape of the industry, as a whole, and opined that there is a need of system of records to make data. “This contributes to productivity boost. In the last 5-7 years, the global average productivity has barely moved. However, with time, the world has started changing—local has become global and linear has become exponential. There is a need of automated machines and 3D printing & nano technology has been widely used,” he said.

Achieving high productivity results

The event also witnessed customers walking through the Liquid Tool Gallery and were excited to look through the different dimensions of productivity and possible high returns by investing (ROI) in the Liquid Tool of Blaser Swisslube.

Egger Pumps, a Swiss-based industrial enterprise that focuses on the development and manufacturing of pumps and Iris® diaphragm control valves was felicitated in the area of tool optimisation. On winning the award, Nithyanandhan, COO, Egger Pumps, said “We have observed improvements in cutting tool wear pattern with the help of the Liquid Tool. It provided an optimisation in tool costs to the tune of 35% to 50% respectively, which resulted in an annual saving of `1.3 million.”

Manesar-based QH Talbros Limited was honoured in the category of total costs of ownership. The company meets the steering and suspension requirements for all segments

60 EM | J u l 2016

EVENT | R EP ORT

including passenger cars, utility vehicles, tractors, off-highway vehicles, light & heavy commercial vehicles for OEMs in India and overseas. “The initial detailed tests on overall cost considering production quantity, quality, toolings and coolant were very encouraging. Few critical and expensive operations of drilling, tapping & threading were monitored closely and gave an improvement ranging from 4% to 15% on turning and machining centres,” said Rajiv Vashistha, General Manager—Strategic Planning & Projects, QH Talbros, on receiving the award with his teammates.

Optimising manufacturing strategies

Next, Ognibene India, Pune, with its global headquarters in Italy, with dedicated production of steering systems to the world’s largest manufacturers of tractors, excavators, material handling equipment and other various applications, was in receipt of the award for environment, health and safety. On receiving the award, Nikhil Pujara, Senior General Manager, Ognibene India and Nilesh Dhage, Deputy Manager—Manufacturing, Ognibene India, said, “A project was set up at our Indian facility to experience the Liquid Tool based on the unique Bio concept of water miscible Blasocut emulsions. Thanks to the leverage effect, teams of Ognibene & Blaser worked together to realise productivity improvement through cycle time reduction. Saving of 5% to 11% was achieved in addition to the lean and green coolant solution.”

In its pursuit of striving for growth, productivity and reducing overall manufacturing cost, TBK India, a Tokyo-based company, approached Blaser Swisslube for discussion on the possibility of improvements. Blaser Swisslube shared a new dimension in productivity with its unique value proposition to work on reducing the cut time & increasing the output from machines. On receipt of the award for productivity increase, Naveen Ruhal, Engineer—Marketing & New Business Development, TBK India, said, “The machines were identified for the test and as a result cut time reduction was achieved in the range of 8% to 35%. Based upon the encouraging initial results, it was decided to deploy the solution on 22 machines.”

Lastly, RSB Transmissions India, bagged the award for process optimisation. Based in Pune, the company deals with business interests ranging from design to manufacturing of aggregates and systems related to commercial vehicles, passenger cars, etc. On grabbing the award, Sudarshan Rao, Assistant General Manager—Maintenance, RSB Transmissions India and Anup Debnath, Manager—Production, RSB Transmission India, said, “A proposal was made to us for establishing a secure process, which would help in lowering the overall machining cost as well. Few machines were identified with all critical operations for test. On completion of the test, productivity of the machining process got improved in the range of 2% to 18%, resulting in to a saving of `1.5 million per annum.”☐

The event witnessed the felicitation of the awards to five manufacturing companies in India, in areas of tool optimisation,

total costs of ownership, environment health and safety, productivity increase and process optimisation

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REPORT | EVENT

What is the significance of Productivity Trophy 2015-2016, especially in India?Blaser: The Productivity Trophy focuses on collaboration/projects with customers for creating tangible and measurable achievements. Such a platform will aim to aspire other companies towards a holistic approach on the current manufacturing economics. We have already tasted success with this at Korea, Switzerland, France, Germany and Brazil (just to name a few). With this being the second edition in India, we look forward to witness a positive momentum here.

Can you share the details about Blaser’s position in the global market, in Asia, as well as in India, in terms of market share, customer base, user industry sectors?Mathys: For the APAC region, the customer growth is bigger. Earlier, it was all about cheap labour here, but now things have changed and we can see customers opting for projects to achieve significant improvements in terms of productivity and economic efficiency. We have also achieved strong stakes in the market, but there is a high potential here over the next 5 years. We have 14 markets in the region, with key markets in India, China, South Korea and Japan. We have an automotive focus in India, which generates the maximum revenue. Other segments include aerospace, medical and energy.

Brief us on the emerging trends in metalworking fluids.Blaser: We have observed that machine tool builders and cutting tool companies are becoming more aware on the importance of cutting fluid. Such companies come to us to develop solutions for new operations, new materials and new

parts coming to the market. With our in-house technology centre in Switzerland, we have a testing environment, which is unique in the industry.

Also, there is a growing trend towards light vehicles with less emission and difficult-to-machine materials. Here, the importance of the right tool in combination with the

optimal cutting fluid is more visible. In addition, a change in the metals used in machining has been observed. It has a holistic attitude now.

What is Blaser’s approach towards partnerships with machine tool builders, tool manufacturers, customers, and universities?Blaser: We work pretty much with universities globally, and have projects with several of them. We work with applied research institutes like AMRC or MTC

in the UK. This is true for machine tool builders, cutting tool manufacturers and customers. We work for long-term partnerships with our suppliers and customers.

What are your new product development strategies? Can you brief us on your future plans for the Indian market?Mathys: For APAC, there have been many demands generated, and the challenge for a company is to channelise this set of demands. Thus, we take a more holistic perspective and look into matters like what kind of materials to use, for example, in the aircraft manufacturing.

We are optimistic about our future plans in India, because it has a strong engineering & manufacturing base. We would like to continue with the Indian manufacturers and bring in our expertise and technology here. Our Indian team works to become innovative and drive solutions. We are well set up on a global level to fulfill India’s manufacturing requirements of tomorrow.☐

“Moving towards a holistic approach…”…says Marc Blaser, CEO, Blaser Swisslube AG and Patrick Mathys, Managing Director,

Blaser Swisslube APAC, in an interaction with EM. They discussed the emerging trends in the metalworking fluids, while touching upon the company’s future plans in India.

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EM | J u l 2016

Image courtesy: Cadem Technologies

drive. The spindle drive starts the spindle at the commanded spindle speed. If there is a coolant OFF command, the controller informs the PLC, which, in turn, switches off the coolant motor. If there is a tool change command, it informs the PLC, which starts a sequence of actions of various devices that are needed to change the tool. ☐

Ever wondered what actually happens to the various commands in a Computer Numeric Control (CNC) programme, when it is run? How do various parts of the machine move in response to the commands?

This diagram shows what happens to the various commands. The controller is the ‘chief brain’ of the machine and it has a group of ‘assistant brains’ - the PLC and drives. The chief and assistant brains have computers, digital logic and decision-making ability. Their job is to drive a bunch of devices like spindle and axis motors, coolant motors, stack lights, etc. These devices have no logic and no decision-making ability.

The controller reads a line of the NC programme and interprets it, then routes various commands in the programme to appropriate assistant brains. The assistant brains, in turn, control various devices like the spindle and axis motors, coolant pumps, etc. They get feedback from sensors (like encoders and limit switches) on the devices and ensure that the original command from the controller is executed properly.

Some examples: If there is an X-axis motion command (e.g. G01 X50. F200.), the controller sends the distance and velocity commands to the X-axis drive. The drive accordingly moves the X-axis motor by the desired distance at the commanded feed rate. If there is a spindle ON command, the controller sends the command and spindle speed to the spindle

CNC programme: how the machine movesThe article talks about the sequence of steps followed by the controller in order to ensure that the original commands are executed properly in a machine

G V DasarathiDirector – ApplicationsCadem Technologiesdas@cncetc.in

The CNC controller is the ‘chief brain’ of the machine and it has a

group of ‘assistant brains’, the PLC and drives

EM | J u l 2016

TECHNO LO GY | NEWS

68

Laser measurement tool

Bosch Power Tools has launched GLM 50 C, a competitively priced laser

measurement tool that is compatible with Bluetooth and APP function.

Intended to be time-saving, the launch caters to the needs of professionals

associated with the real estate, architecture,

interior design, construction and the engineering

space and helps them with surveying and

measuring any given space. GLM 50 C is a robust

tool, which measures upto 50 metres/165 ft. It has

additional features of a built-in inclinometer that

has advance features like angles, min/max, stake

out and double indirect. It aids fast work progress

and pinpoint measurements. Its Bluetooth®

functionality features include easily organise,

document and transfer information using free

Bosch apps. It even has an upgraded colour

display with back lighting for increased visibility.

The company offers a complete range of power

tools for construction, woodworking and

metalworking industry. Professionals get to choose from a range of

exciting tools such as the GLM 40 and the newly launched, GLM 50 C.

Email: Vinila.KaliveK@in.bosch.com | Tel: +91-80-6752-1361

Bosch Power Tools | Bengaluru

Milling cutters

MAPAL has expanded its range of milling cutters with ISO indexable

inserts to include new tools. As with the whole portfolio of milling cutters

with ISO indexable inserts, the new milling cutters have high-precision

insert seats. Perfectly matched cutting edge geometries and high

performance coatings

are further basic features

of the various forms of

indexable inserts used.

With the new 75° face

and 90° tangential

shoulder milling cutters

for the machining of

steel and cast iron, the

close pitch is responsible for the high feed rates. The 45° face and 88°

tangential shoulder milling cutters for the machining of steel, stainless

steel and cast iron impress with large cutting depths. They are both

available with the same construction, i.e. four useful cutting edges per

LTHU tangential indexable insert, and with LTHU tangential indexable

inserts installed on alternate sides that are particularly cost-effective. The

indexable inserts are tangentially embedded so that the machining forces

are first absorbed over the whole cross-section of the cutting edge.

Email: info@in.mapal.com | Tel: +91-80-41782500MAPAL India | Bengaluru

Milling cutters with ISO indexable inserts

GLM 50 C

Curved linear guides

igus offers curved linear guides with different radii that offers more freedom

in designing, thanks to the adaptable guide drylin carriage. The adaptable

carriage can, thus, go into a

curve from a straight line and

is, therefore, suitable for a

variety of applications in

industry ranging from furniture

to stage equipment. The

company addressed the users'

demands for more and more

customised requirements and

perfect space utilisation.

Application examples here are

in the control cabins of construction and agricultural machinery. The

advantages of drylin linear guides are ease of installation and maintenance-

free use because the bearings do not have to be lubricated. To compensate

for the rail spacing, a pivoting spherical ball made of abrasion-resistant

iglidur plastic is used in the new drylin carriage. Thus, the carriage can

move on flat rails as well as on concave or convex curved rails. Just as the

carriage for a fixed radius, the new version is also available with manual

clamping, whereby the carriage can be fixed at any position.

Email: vinayak@igus.in | Tel: +91-9341136381igus (India) | Bengaluru

Curved linear guides with different radii

Gun drilling machines

Radius Engineering Solutions offers gun drilling machines/deep hole

drilling, BTA machines and also stator coil making machines. The company

has extensive application expertise in deep hole drilling and offers

subcontract manufacturing / jobwork for deep hole / gun drilling for various

components in different sectors like automotive, aerospace, die & mould,

etc. It can offer subcontract gun

drilling for various diameters

ranging from 1 mm Ø to 30 mm Ø;

BTA machines for diameters ranging

from 30 mm Ø to 100 mm Ø with

pressure head and steady supports;

micro gun drilling machines for

diameter less than 2 mm for fuel

injection systems and medical parts

like cannulated holes, bone screws, etc; and coil curing press, coil

spreading machines, coil straightening buffing & cutting machine, taping

machines for stator coils & roebel bars. The company is an emerging unit

providing integrated turnkey solutions for the engineering segment through

interdisciplinary and integrated approach with blended skills and thorough

know how in mechanical, electrical, application & design areas.

Micro gun drilling machine

Email: marketing@radius.net.in | Tel: +91-9821279284

Radius Engineering Solutions | Bengaluru

EM | J u l 2016

NEWS | T ECHNOLOGY

69

Lapping machine

Sunnen has introduced new SVL-2115, a multi-stage automated lapping

machine that laps and air gages bores in one setup, freeing operator time

and increasing part consistency. The lapping machine brings increased

productivity and part consistency to what

is traditionally a manual process.

The SVL-2115 provides single setup

processing of hydraulic valves, sleeves,

fuel system components and other parts

that are prone to distortion when honed.

The walkaway system uses an index

table to automatically lap and air gage

bores throughout the cycle. Gage readings

are fed back to the control and the cycle

is repeated until the parts are within

spec. The Sunnen lapping system handles

workpiece diameters from 6.5 to 20 mm

and lengths up to 12 times the bore diameter, not to exceed 200 mm.

Spindle speed range is 100-2000 rpm during lapping, but is capable of

slow speeds for non-powered steps, such as lapping paste application or

slow-rotation bore entry. Stroker speed is 0-350 SPM, with stroke length

optimised to achieve a high degree of cylindricity.

Tool changing system

SCHUNK has introduced new SHS quick-change system that defines a new

standard for manually operated tool changers for robots. It features a

space-saving locking mechanism and offers numerous options for the

feed-through of air, vacuum, and signals.

Since the locking lever for changing the

tool only has to be pushed forward and

not turned, the manual changing system

is designed for convenient operation also

in confined spaces. A relatively large

number of air feed-throughs, which can

be connected both axially and radially,

allows a great deal of freedom in the

planning of systems. In addition, large

diameters provide for a high air flow rate

and fast operation of the actuators.

Special shaped seals guarantee a highly

sealed system that can also be used for the supply of vacuum. Optionally,

the SCHUNK SHS can be equipped with an integrated tool presence control

and with a locking monitor. The non-corrosive manual changing system is

available in six sizes (40 to 125) with 4 to 12 air feed-throughs.

Solid-carbide end mill

WIDIA has developed VariMill III ER solid-carbide end mill with a new

seven-flute, eccentric relief (ER) design. VariMill III ER is engineered for

higher metal removal, longer tool life, and improved surface finishes in

demanding workpiece materials such as titanium and stainless steel. A

newly developed coating and proprietary pre- and post-coat treatment

significantly improves cutting

edge consistency. The tool is

designed to be a true

finishing end mill with the

ability to take up to 30%

radial engagement. The

company offers VariMill III ER

in a full line of options,

including two, three, and five

times diameter length-of-cut

and all common aerospace radii and chamfered corners, metric and inch.

With more and more additive layer manufacturing in the aerospace field,

the trend going forward will be from roughing to semi-finishing and finishing

operations, perfect for the increased efficiencies VariMill III ER provides.

VariMill III ER end mills also come standard with the SAFE-LOCK™ option

by Haimer, which in turn increases surface finish and tool life.

Workstation cranes

TC/American offers workstation cranes that are easily modified to securely

interlock with other workstations and also interlock to multiple monorails or

spur rails, thereby, allowing unlimited

access to every part of the plant without

transferring workpiece to rolling carts or

forklifts. This design allows the workpiece

to be completed at the workstation, then

smoothly and safely moved to the next

operation, minimising the possibility of

workpiece damage, saving transfer time,

and eliminating the need for additional

material handling equipment or personnel.

The company’s workstation cranes provide overhead lifting coverage 10 to

60 feet wide by unlimited length and can handle loads from 500 lbs. up to

30,000 lbs. The cranes are ideally suited for high value workpieces and

assemblies such as jet engines, motors, machine spindles and painted

assemblies, which are moved through a series of processes at different

stations. The workstation cranes can be utilised individually or nested

together with interconnects providing smooth movement from one

workstation to another and finally to a main bridge crane.

Email: joshs@tcamerican.com | Tel: +1-763-497-7000 TC/American Monorail Systems | United States

Workstation crane

Email: info@in.schunk.com | Tel: 080-40538999

SCHUNK Intec India | Bengaluru

SVL-2115

Email: bangalore.information@kennametal.com | Tel: +91-80-480-57369Kennametal India | Bengaluru

Email: sales@ sunnen.in | Tel: +91-22-3913-6056 Sunnen India | Navi Mumbai

SHS quick-change system

VariMill III ER

EM | J u l 2016

TECHN O LO GY | NEWS

70

Robotic tools for fully automated manufacturing

SUHNER India | Bengaluru | Email: automation.in@suhner.com | Tel: +91-80-2783-1108

SUHNER offers robotic quick tool change solutions for drilling, grinding,

filing, cutting and deburring without time delays. For stationary machining

applications, the company

has wide range of products.

However, in cases where the

cutting tool must be moved

towards the work piece,

insufficient or not too many

practical solutions are readily

available. This gap is now

being closed by the

company’s robot machine

tool program. Today, the

company offers the possibility

to adapt and guide the tool by

the robot. It has expanded its

wide product range with

special tools that can be

mounted directly to the robot arm. Thanks to a quick change tool adaptation

system, a number of powerful machine tools can be connected directly

to the robot, ready for continuous industrial use.

The application range is enormous. From vehicle manufacturing to

deburring operations, from stainless steel machining to drilling and tapping

operations, all areas of manufacturing and all types of operations are

covered. Specifically, for surface treatment and conditioning applications,

the company can benefit from a long and extensive experience of its popular

SUHNER Abrasive product program. Products for brushing, polishing, filing,

belt sanding or tool spindles are easily integrated in this new program,

designed and tested for continuous operation.

Pioneering the active contact flange

A cooperation between FerRobotics and Suhner made it possible to perfect

the two most important factors, a combination between robot feed

movement and the actual tool path and process. Specifically, for round and

irregular shaped pieces and surfaces, a human sense for touch, that helps

to meter and monitor required forces in an adaptive way.

Anyone can imagine the grinding and polishing of a special shaped part

in a car body shop or in a wood working shop. At all times, when a non-linear

operation or movement takes place, the active flange will become necessary.

The touch forces of the active flange are programmable, the surface

tracking is interactive and the system can be integrated on all robots. This

implies that operations that were not suitable for automation in the past can

now be automated.

Standardised connections at the robot arm and the tool are used to

automate the quick change system. Connections are made quickly and

reliably between air and hydraulic mediums, electrical or sensor technology.

One of the key requirements

for quick connecting

components is to apply proven

technology with a high degree

of interchange reliability.

Selected components meet

this requirement. Together, the

company’s partnership with

international manufacturers,

SUHNER Power-Pack robot

machine tool program allows

compatibility with all robot

manufacturers to make it even

more versatile for demanding

high performance applications.

Change of the abrasives

Abrasives typically have a short life cycle. A patented, simple quick change

of abrasives system (dispose and reload) was added to the program to

simplify the change of abrasives. This quick change for abrasive system, for

example, allows the use of 7 different abrasives in sequence to achieve a

desired surface finish. An automated abrasive change increases the

flexibility and eliminates unproductive production hours.

Servo motor driven angle grinders

Today, most robot-guided grinding and polishing machine tools are operated

by air. Often, considering a 24 hours operating environment, these machines

reach their limits. Frequent service interruptions plus extremely high air

consumption add to energy cost that also will affect profitability. In addition,

air driven tools drop in speed when under load, which can contribute to

an adverse effect to the surface finish. Depending on surface quality

requirements, the rotation of the grinding or polishing tool often requires

clock and counter clock rotation, which an air driven tool can’t accomplish.

All of these critical requirements can be met with the newly designed servo

driven tools from SUHNER, either in standard or excenter design version.

Light weight and powerful servo motors are used to obtain high speeds

up to 12,000 rpm with timing belt drive components made for continuous

operation. Adapter flanges facilitate exchange and attachment to all robot

flange designs. Delivery includes a servo control module. All grinding

tools are made with an M 14 – spindle to enable the use of commercially

available grinding discs. ☐

72 EM | J u l 2016

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

Automation & Control »The subsequent issue will feature insights into the latest technologies, trends and challenges, various aspects of industrial automation & control in manufacturing that will drive operational excellence and productivity improvements.

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

Highlights - Aug 2016

COMPANY INDEX

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

Ace Micromatic Group . . . . . . . . . . . . . . .27

Bentley Systems . . . . . . . . . . . . . . . . . . .16

Blaser Swisslube India . . . . . . . . . . . . 33, 58

Bosch Power Tools . . . . . . . . . . . . . . . . .68

Brainboxes. . . . . . . . . . . . . . . . . . . . . . .36

Cadem Technologies . . . . . . . . . . . . . . . .66

Chain-Headway Machine Tools Co . . . . . . .28

CII . . . . . . . . . . . . . . . . . . . . . . . . . . . .67

Comsol Multiphysics . . . . . . . . . . . . . . . .13

Cummins . . . . . . . . . . . . . . . . . . . . . . . .24

Dees Hydraulics Industrial . . . . . . . . . . . . .19

Ervin Junker Maschinenfabrik . . . . . . . . . . .9

Forbes & Company . . . . . . . . . . . . . . . . .35

Force Motors . . . . . . . . . . . . . . . . . . . . . .6

GF Machining Solutions . . . . . . . . . . . . . . .6

Godrej Appliances . . . . . . . . . . . . . . . . . . .7

Haas Automation. . . . . . . . . . . . . . . . . . . .7

Heidenhain. . . . . . . . . . . . . . . . . . . . . . .48

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

Henkel Adhesive Technologies . . . . . . . . . . .7

Hyundai WIA India . . . . . . . Back Inside Cover

igus (India). . . . . . . . . . . . . . . . . . . . .2, 68

Intelligrated . . . . . . . . . . . . . . . . . . . . . .30

Inteltek Automation . . . . . . . . . . . . . . . . .39

JMTBA . . . . . . . . . . . . . . . . . . . . . . . . .62

Jyoti CNC Automation . . . . . . . . . . . . . . . .1

Kennametal . . . . . . . . . . . . . . . . . . . 40, 69

KOMET Precision Tools India . . Front Gate Fold

MAPAL . . . . . . . . . . . . . . . . . . . . . . .7, 68

Messe München India . . . . . . . . . . . . . . .55

MMC Hardmetal . . . . . . . . . . . . . . . . . . .21

MotulTech India. . . . . . . . . . . . . . . . . . . .45

Onshape . . . . . . . . . . . . . . . . . . . . . . . .22

PTC . . . . . . . . . . . . . . . . . . . . . . . . . . .24

Radius Engineering Solutions . . . . . . . . . .68

Rajamane Industries. . . . . . . . . . . . . . . . .53

Renishaw. . . . . . . . . . . . . . . . . . . . . . . .10

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

SCHUNK Intec . . . . . . . . . . . . . . . . . . . .69

Seco Tools . . . . . . . . . . . . . . . . . . . . . . .44

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

Siemens PLM Software . . . . . . . . . 8, 24, 56

Suhner India. . . . . . . . . . . . . . . . . . . . . .70

Sunnen Products Co . . . . . . . . . . . . . . . .69

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

TC/American Monorail Systems . . . . . . . . .69

THORS eLearning Solutions . . . . . . . . . . .52

TWTC . . . . . . . . . . . . . . . . . . . . . . . .6, 12

Tyrolit India Super Abrasive Tools . . . . . . . .51

UCAM India . . . . . . . . . . . . . . . . . . . . . .43

United Grinding GmbH . .Front Inside Cover, 47

Varroc Group . . . . . . . . . . . . . . . . . . . . . .8

VDW. . . . . . . . . . . . . . . . . . . . . . . . . . . .8

YG1 Cutting Tools . . . . . . . . . . . . . . . 14, 15

Zen Wu Zheng Sun Tools Co . . . . . . . . . . .49

Metal-cutting technologies »Achieving maximum productivity and profitability in machining operations results from optimising the entire metal cutting process. This process depends on the metal being cut, the metal thickness, the time taken to accomplish the job and how the customer defines a quality cut. The next issue will, therefore, focus on a basic approach to machine tool utilisation and the latest trends in metal-cutting technologies, which will help save time, cost and increase productivity.

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

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