Manufacturing Today July 2013 Issue

TOTAL NUMBER OF PAGES 78

YOUR DECISIVE TOOLFOR MANUFACTURING

EXCELLENCE

ManufacturingVOLUME 3 | ISSUE 6

JULY 2013 | `50

Registered with Registrar of Newspapers under RNI No. MAHENG/2011/37959, Postal Registration No. MH/MR/N/154/MBI/2013, Published on 5th of every month. Posted at Patrika Channel Sorting Office, Mumbai-400001, Posting date: 7th & 8th of every month

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VOLUME 3 | ISSUE 6| JULY 2013 | `50 | TOTAL PAGES 78

ManufacturingYOUR DECISIVE TOOL

FOR MANUFACTURING EXCELLENCE

SUPPLY CHAIN

STUDY

ASIAN PAINTS TAKESTHE LEAN APPROACH

STRATEGIES FORTRANSFORMATION

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DS_ADVT.indd 2 1/29/2013 6:53:42 PM

Manufacturing Today JULY 201312

Contents

STUDYTransformation strategies that can enable manufacturers to increase revenue and reduce costs

OPERATIONSNew managing director Anders Grundströmer shares why and how Scania Commercial Vehicles is investing Rs2.5 billion in India

NEWSRoundup on key happenings and major announcements

AUTOMOTIVEUpdates on investments, launches and strategies

SUPPLY CHAINAsian Paints' successful quest for a leaner supply chain

OPERATIONSProducing low-cost options to imported equipment

2054

16 28 50 58


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DisclaimerThe publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publica-

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published at Notan Plaza, 3rd floor, 898, Turner Road, Bandra (West), Mumbai - 400050

Editor Niranjan Mudholkar

Published by and © 2013 ITP Publishing India Pvt LtdRNI No: MAHENG/2011/37959

Volume 3 | Issue 6 | July 2013

D E C I S I V E T O O L F O R M A N U F A C T U R I N G

E X C E L L E N C E

ManufacturingTODAY

Notwithstanding the massive growth pangs of the economy, India’s manufacturing prowess has been rising steadily and surely. And while the rise has been described as ‘percolating

but elusive’, the fact remains that the country has now moved up to the fourth position in Deloitte’s 2013 Global Manufacturing Competitiveness Index.

In fact, the index reflects the changing global landscape for competitive manufacturing. China - not surprising-ly - ranks first, followed by Germany, US and India. The surprise may come with this forecast: ‘By 2015, India will move to the second position surpassing both Germany and US’. (By the way, the report has been co-created by the US Council on Competitiveness; not by an over-zealous communications expert from an Indian political party.)

Nevertheless, there will continue to be a bunch of nay-sayers who may not be much impressed by this report or its forecast. But even the toughest critics of Indian manufacturing cannot deny that Indian manufacturing has created a robust ecosystem based on efficiency and innovation. This ecosystem needs to be further nurtured and developed; it is the responsibility of not just all the industry professionals but also that of policymakers, business leaders and the society, which are all directly impacted by our manufacturing capabilities.

We believe we are doing our bit both through indus-try focused content and through platforms like ‘Manu-facturing Today Awards’. We started it last year to take our relationship with you to the next level. Considering the overwhelming pan-India response we received just in the first edition shows that we have been on the right track. We want to put the spotlight on an industry that truly deserves it. Join in.

Competitiveness counts

“Indian manufacturing has created a robust ecosystem based on efficiency and innovation. This ecosystem needs to be further nurtured and developed.”

Aman Chadha, Chairman, EEPC India (Also MD, Nikko Bearings)

Kishore Jayaraman, Presi-dent Rolls-Royce South Asia

Anant Sardeshmukh, Execu-tive Director General, MCCIA

Arun Jaura, VP Technology, and Head - India Engineering Center, Eaton Corporation

Rajesh Nath, MD & CEO, Ger-man Engineering Federation (VDMA), India

N Tarachand Dugar, President, All India Manufacturers’ Organisation (Also Chairman, Dugar Group)Ed

itoria

l Adv

isory

Boar

d

Niranjan Mudholkar, Editor

DS_ADVT.indd 2 1/29/2013 6:05:51 PM

Manufacturing Today JUly 201316

ABG set to enter new seGment Freudenberg Group to invest Rs300 crAditya Birla Group (ABG) will soon en-

ter a new product segment (Phosphoric acid) through an acquisition. Aditya Birla Chemicals (India) Ltd (ABCIL), an Aditya Birla Group company, is course to acquire the Chlor-Alkali & Phosphoric Acid (CA&P) Division of Solaris Chemtech Industries Ltd (SCIL) for a cash consideration of Rs 153 crore. This deal will enable ABCIL’s entry into the Southern Indian market be-sides the addition of phosphoric acid to its current product portfolio. SCIL is a closely held unlisted company having its regis-tered office in New Delhi.

“This strategic acquisition further strengthens our position in the Chlor-Al-kali business. It acquisition bolsters caus-tic soda supply which is a critical input for both our aluminium and VSF businesses,” said Kumar Mangalam Birla, chairman, Aditya Birla Group. The acquisition cost and proposed capital expenditure will be funded through a mix of internal accru-als and debt. The transaction is subject to statutory and regulatory approvals.

The CA&P division has a caustic soda manufacturing facility with an installed capacity of about 60,000 tpa and phos-phoric acid plant with an installed capac-ity of about 24,000 tpa, both located in Karwar in the state of Karnataka.

Buoyed by excellent growth numbers in 2012, the Freudenberg Group will invest Rs300 crore in India over a period of time. In 2012, it recorded sales growth of 17 per cent clocking Rs1,114 crore. At year-end the headcount increased by 520 to around 3,524. “Our companies in India have yet again made an important contribution to our overall success,” said Dr Jörg Matthias Großmann, regional representative India of the Freudenberg Group and CFO of Freud-enberg Chemical Specialities.

The significance of India as a strategic growth market is underscored by the open-ing of the new regional corporate center in Bangalore, which will support the continued development of Freudenberg in India. It will also invest Rs6 crore into a new plant for non-metallic expansion joints in Chennai.

Automotive...pg28 Supply chain... pg50• Announcements • orders • dAtA

News

Mercedes-Benz India is extending its Chakan facility for assembling luxury sedans and SUVs. Tata BlueScope Steel Ltd will supply its Lysaght roof and wall cladding profiles for the extension of the manufacturing facility.

RSB Transmissions has signed a techni-cal-know-how agreement with Fontaine Fifth Wheel, UK, to manufacture and sell 5th wheel couplings under the brand name RSB-Fon-taine for India and export to Fontaine, UK.

Kirloskar Brothers Ltd (KBL) has inaugurat-ed its fourth Authorised Refurbishment Centre (ARC) in Surat, Gujarat. The Surat ARC, KBL’s 2nd in Gujarat, is well equipped to service, re-pair and improve efficiency for all KBL pumps.

The Board of ABB has unanimously appoint-ed Ulrich Spiesshofer, the head of its discrete automation and motion (DM) division, as CEO. He will succeed Joe Hogan in this role in an orderly transition on September 15, 2013.

The turnover of robotics and automation showed an increase in 2012 of almost three per cent, reaching the new record value of EUR10.5 billion, according to the German En-gineering Federation (VDMA).

Metso has approved a plan to demerge its mining & construction, and automation busi-nesses from the pulp, paper and power busi-nesses. The new parent company for the later businesses will be named Valmet Corporation.

sNIPPETs

The plant is not operational since De-cember 31, 2012 because the mercury based technology had to be shut down as per the statutory requirement. ABCIL proposes to convert the mercury plant into membrane based cell technology.

Kumar Mangalam Birla, chairman, ABG

Dr Großmann making the announcement

16-18_MT_JULY13_News.indd 16 28-06-2013 18:58:52

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News

Scania forays into the engine segment in India

EngInES LubrIcantS

ExxonMobil launches first aPac Signum Lab

Cutting tools major Seco Tools is planning to strengthen its India operations. It has ac-quired around 25,000 sq m land to expand its existing production facility near Pune.

Seco Tools India, the third largest pro-duction unit within the Seco Tools Group, is expanding its manufacturing base to cater to the growing needs of both the domestic and export markets. Lars Bergstrom, Seco Group president & CEO said, “India has a lot of emerging sectors such as biomedical and general engineering besides the tradi-tional ones. We have now shifted our Asia Pacific headquarters to India.”

According to Andreas Fritz, VP, Asia Pacific, Seco Tools: “Product innovation continues to be one of the key strategies for growth at Seco Tools.” An upcoming launch would have a wide range of all new products for a diverse range of appli-cations catering to emerging sectors such

as composite machining, biomedical, etc. Seco Tools is also setting up a recondi-

tioning centre in Pune to be operational in Q3, 2013. It will offer complete solutions for solid carbide tool reconditioning.

“As part of our CSR activities, we have also been active in producing, promoting, packaging and recycling products in man-ner that is sensitive or responsive to eco-logical concerns,” said Anders Fager, MD Seco Tools India.

Scania has launched its power generation engines for the Indian market recently. Anders Grundströmer, MD, Scania Com-mercial Vehicle India and senior VP, Scania Group said, “Launching engines in India is a natural extension of our product portfo-lio. We see huge potential for engines in the country across various sectors.”

Scania will also be offering marine engines and industrial engines through a soon to be established network. The engines are equipped with a Scania de-veloped Engine Management System to ensure the control of all aspects related to engine performance.

The injection system is based on elec-tronically controlled unit injectors that give low exhaust emissions with good fuel economy and a high torque.

ExxonMobil has opened its first Asia Pacific Signum Laboratory at its technology center in Shanghai, China. IThe lab provides ac-cess to the company’s centralised database of oil analysis results and is capable of han-dling several hundred analyses a day. It then generates a comprehensive analysis report for most client applications in 24 to 48 hours after sample reception.

Signum, ExxonMobil’s oil analysis pro-gram, is designed specifically to help eval-uate the condition of in-service lubricants. It examines lubricant properties, contami-nation levels, and wear debris. When oil analysis results are regularly tracked, main-tenance trends can be identified, helping machine-owners to improve productiv-ity by avoiding costly repairs and sudden breakdowns.

Seco Tools to strengthen its India OpsIn nuMbErS

sq ft

factories

1.6 million

size of Indospace Luhari, an industrial and logistics park developed by Realterm ever-stone at Luhari, near Gurgaon.

US$ 48,670.03 million

300

Seco Tools facility near Pune

Number of apparel factories that India will help Myanmar revive opening up opportu-nities for the Indian private sector in that market.

Cumulative value of exports for the pe-riod April-May 2013-14, as against Us$ 48,568.66 million registering a growth of 0.21 per cent in dollar terms.

16-18_MT_JULY13_News.indd 18 28-06-2013 19:07:45


News

Strategic tranSformation

Well-executed transformation efforts can pro-duce significant business results, according to a research by Oxford Economics. To quantify those results for manufacturers, the report in-cludes a business-impact model that estimates

how changing transformation priorities – rethinking strategy and planning, greater emphasis on service, and innovating every-where, including in the area of manufacturing operations – might affect revenue and costs.

The model assumes a ‘prioritisation curve’ that tracks the em-phasis placed on each of these three transformation activities and estimates financial results. For example, a manufacturing firm with US$5 billion in annual revenue and a 20 per cent profit margin could increase revenue by as much as US$195 million and reduce costs by US$96 million by increasing its prioritisation of strategy and planning activities from moderate to high.

The research – findings of which were released at PTC Live Global 2013 – explores the factors driving a strategic transforma-

tion in the global manufacturing in-dustry. The research, which involved both qualitative and quantitative inputs from 300 executives from around the world, also identifies the strategies that manufacturers are adopting to transform their businesses and differentiate them-selves for competitive advantage.

Global manufacturers are at an impor-tant industry inflection point, the study found. Market and

technological forces are upending many time-honoured assump-tions within the manufacturing industry. As a result, more than two-thirds (68 per cent) of manufacturing executives surveyed ex-pect their firms to undergo significant business process transfor-mation over the next three years. “Our survey and interviews with market leaders show that manufacturing companies are trans-

Adjusting priorities can enable large manufacturers to increase revenue by up to US$195 million and reduce costs by up to US$96 million, says a new research

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NEWS

forming their businesses in many fundamental ways to respond to market shifts and technology trends,” said Lou Celi, president, Oxford Economics Americas.

“The priority for manufacturers today is to make better things – creating innovative and distinct products and services that meet customer needs – while continuing to make things better. True competitive advantage can only be achieved by tightly cou-pling the engineering, service planning and execution, manage-ment, and production processes through which innovation can evolve from conception to execution, and by creating a closed feedback loop to ensure continual improvement and alignment across the business.”

The Oxford Economics study provides valuable insights into how the manufacturing industry is responding to the need

for new sources of competitive advantage,” said James E Heppel-mann, president and CEO, PTC. “This research is consistent with PTC’s mission of helping manufacturing companies prioritise their strategy, planning and service activities. By delivering tech-nology solutions that transform the way that products are created and serviced, we enable customers to transform their businesses to achieve ongoing product and service advantage.”

According to the study, manufacturers will choose a variety of approaches to transform their businesses, and may adopt mul-tiple strategies in response to market shifts. The research says that the concept of ‘design anywhere, build anywhere, service

anywhere’ will grow 125 per cent in three years. It also suggests that products will get smarter. Smart products, which consist of mechanical components, electronics, and software, will see a 38 per cent growth on the world’s stage. New service business models will also mature, according to the study.

By 2015, the use of performance-based service contracts will be used by 65 per cent of manufacturing. Additionally, in the

next two years, 56 per cent of fi rms will embrace remote diagnos-tics. Another trend forecasted in the study is the rise in 3D print-ing; additive manufacturing will grow 123 per cent in use. The supply chain becomes a key strategic asset. The number of manu-facturers increasingly leveraging their supply chains will nearly double to 57 per cent in three years.

True competitive advantage can only be achieved by tightly coupling the engineering, service planning and execution, management, and production processes.management, and production processes.Lou Celi, president, Oxford Economics Americas

The number of manufacturers increasingly leveraging their supply chains will nearly double to 57 per cent in three years.

Manufacturing Today July 201328

NEWS - AutomotivE

Honda Cars CloCks HigHest sales

M&M enters CoMpaCt Car segMent

audi tops luxury Cars in india

Honda Cars India Ltd (HCIL) recorded its highest ever domestic monthly sales of 11,342 units in May 2013. This is against 10,334 units in the corresponding month last year registering a growth of 9.8 per cent. The May’13 sales result reflects an upward trend over the past few months attributed to the enormous consumer response to the newly launched Honda Amaze and the recently revamped Brio. The company has cumulatively sold 19,830 units during April – May 2013 as compared to 17,409 units in the corresponding period last year recording a growth of 14 per cent.

SUV specialist Mahindra & Mahindra Ltd (M&M) has marked its entry into the high volume, sub 4 metre, compact car segment with the Verito Vibe. Designed and developed in-house by Mahindra, the Verito Vibe is powered by Renault’s 1.5 litre dCi diesel engine. “For the Mahindra Group, the launch of the Vibe is a milestone by itself as the team deployed alternative thinking to deliver a high level of technology and performance at a competitive price,” said Dr Pawan Goenka, president – automotive & farm equipment sectors, M&M. The car has been designed with a three-box body style with a boot separate from passenger compartment, similar to sedans.

A 51.5 per cent growth with sales of 9,350 units in FY 2012-13, Audi has clinched the number one position from BMW for luxury cars in India. It continued its leadership even for the first five months of 2013 delivering 4,096 units as compared to 3,282 units during January to May 2012 clocking 24.8 per cent growth. The company is targeting a sales of 10,000 plus by the year end. As the company had aimed to achieve the pole position in 2015, reaching the top two years in advance is considered a major success. In fact, India is the second market in Asia after China to claim the number one spot for Audi.

Johnson Controls has acquired full owner-ship of tata Johnson Controls. the former 50-50 - joint venture between tata Automotive Components and Johnson Controls is a leading supplier of automotive seat systems and com-ponents in india, serving most major oEms.

Nissan will launch its new premium Suv, ter-rano during FY 2013. terrano will be produced at the oragadam Plant in india alongside the premium hatchback micra, Sunny sedan and Evalia urban class utility vehicle, expanding Nissan’s locally-built model range to four.

Hyundai motor india Ltd grew 4.6 per cent in exports for may 2013 with 24,754 units. Domestic sales were 32,102 units. “We are in-creasing market share by improving operation-al efficiencies and aggressive marketing cam-paigns,” said Rakesh Srivastava, Sr vP, HmiL.

Bosch Electrical Drives india inaugurated its new plant at oragadam, Chennai. Built with an investment of Rs35 crore on a total premises area of 40,000 sq m, the plant with a built-up area of 9000 sq m will replace the previously rented facility to meet growing demand.

tvS Automobile Solutions has entered into a Jv with uS based myers tire Supply interna-tional inc - distributor of equipment, tools, ac-cessories and consumables for tyres in uSA. the Jv will promote both the myers range and tvS ASL’s tools & equipment business in india.

ZF Friedrichshafen AG closed the business year 2012 with record sales of approximately EuR 17.4 billion – a plus of 12 per cent com-pared with the previous year (EuR 15.5 billion). in 2012, ZF also recorded an increase in sales (12 per cent) above the industry average.

sNIPPETs

28-30_MT_Jul13_Automotive updates.indd 28 28-06-2013 19:34:06


NEWS - AutomotivE

GM IndIa reGIsters 40 per cent Growth

new process for the new s-class

apollo tyres eyes the Us Market

General Motors India has sold 8,500 vehicles in the month of May 2013, registering a growth of 40% against 6079 units sold in the cor-responding period last year. Commenting on the performance, P Balendran, vice president, General Motors India, said, “We were able to register the 40 per cent growth only because of the good response to our newly launched vehicles - Chevrolet Sail and Chevrolet Enjoy.” In fact, the bulk of the May growth came from the combined sales (5028 units) of the two newly launched vehicles. In April, GM India had registered a growth of 2.4 per cent including 3436 units of Sail; Enjoy was still to be launched.

The Mercedes-Benz Sindelfingen plant has used a new manufactur-ing process for the sixth generation of its S-Class model. “Our pro-duction is breaking the mould: we made it fit for the future by imple-menting numerous new processes for manufacturing the S-Class,” said Andreas Renschler, who heads the manufacturing and procure-ment Daimler AG. All variants of the S-Class are being produced in an efficient and flexible process on one assembly line. And the range of optional extras is so varied that it is unlikely any S-Class will be entirely identical to another over the lifecycle of the vehicle. The car will be launched in the Indian market by the end of 2013.

Indian tyre major Apollo Tyres Ltd is all set to enter the US Market in a big way with the acquisition of US-based Cooper Tire & Rubber Company. The two companies recently announced the execution of a definitive merger agreement under which a wholly-owned subsid-iary of Apollo will acquire Cooper in an all-cash transaction valued at approximately Rs14,500 crore. The combined company will be the seventh-largest tyre company in the world and will have a strong presence in high-growth end-markets across four continents. Inter-estingly, in April 2013, Apollo Tyres sold some of its assets in South Africa to Sumitomo Rubber Industries.

tata motors reported consolidated revenues of Rs56,002 crore for the quarter ended march 31, 2013, a growth of 10.0 per cent, despite a weak operating environment in the standalone business offset by growth at JLR.

Fiat india opened its first state-of-the-art stockyard at Ranjangaon, Pune. Spread across 12 acres near Fiat’s manufacturing plant, it can house 2000 cars at any given point of time.

Fiat india has also completed the dissolu-tion with tata motors for the distribution ar-rangement of Fiat vehicles in india. Fiat will now independently control all commercial ac-tivities including after sales services in india.

volkswagen Group is building a new plant in Changsha, south-central China. the plant is scheduled for completion end of 2015 and will manufacture about 300,000 vehicles per year.

Hindustan motors Ltd is all set to launch a BS-iv compliant diesel-powered Ambassador. the new Ambassador will be soon introduced to the 17 metropolitan cities where sale of BS-iii cars had been banned from April 2010.

Daimler india Commercial vehicles has launched its light-duty range of trucks under the BharatBenz brand at its manufacturing fa-cility in oragadam near Chennai.

sNIPPETs

28-30_MT_Jul13_Automotive updates.indd 30 28-06-2013 19:35:08

Announcing Manufacturing Today Awards 2013

For details, visit www.mtawards.in

For sponsorship: Bibhor Srivastava; [email protected]; +91 9820439239

Hafeez Shaikh; [email protected]; +91 9833103611

Sanjay Bhan; [email protected]; +91 9845722377

Nominations now open.

For nominations: Niranjan Mudholkar; [email protected]; +91 9819531819

ODAYTCELEBRATINGEXCELLENCE IN

INDIAN MANUFACTURING

Announcing Manufacturing Today Awards 2013

20th SEPTEMBERMUMBAI

Previous winners

Mahindra & Mahindra,

Kirloskar Brothers,

AMW, JCB India, Dabur,

Bajaj Auto, Essar Steel,

Kurlon, Dalmia Cement,

Hyderabad Industries,

ElectroMech, Steelcast,

Durovalves, FIEM, MTAB,

Anugraha Valve Castings,

CHEP India...


With participation from some of the biggest brands, the fi rst edition of Manufacturing Today Awards received an overwhelming response. We are all set to make it bigger this time. Are you in?

CALL FOR GLORY!

AWARDS

It is extremely important to highlight the best from Indian manufacturing so that these serve as guiding lights for others, and also inspire them. Such Awards platforms go a long way in putting the industry in the spotlight, which it truly deserves.” Kishore Jayaraman, President, Rolls-Royce South Asia

A credible and fair industry awards platform has been a long-standing requirement for the Indian manufacturing sector. I am glad that Manufacturing

Today has started this initiative. Awards recognise innovation and excellence and hence are a great source of motivation and inspiration for the industry.”

Shripad Ranade, Senior Principal, Tata Strategic Management Group

In 2012, Manufacturing To-day magazine created the awards platform. The ob-jective has been to recog-

nise, to honour and to celebrate the efforts and the achieve-ments of the Indian manufac-turing sector. With participa-tion from some of the biggest brands in the country — from M&M to Bajaj, from Fiat to

AMW, from Bombardier to Essar Steel, from Da-

bur to Kirloskar Brothers Ltd, from Dalmia Cements to Kur-lon, from Cummins to Hyder-abad Industries, from JCB to ElectroMech, from FIEM to Steelcast, and many more — the fi rst edition received an over-whelming response.

Of course, we are all set to

make it bigger and better this year. Accordingly, nominations are invited from manufacturing companies across a wide range of categories. These nomina-tions will be assessed by an em-inent team of jury, who will se-lect the winners through a fair and transparent process. This is what our esteemed jury team has to say about the awards.

AWARDS

35Manufacturing Today JULY 2013

I am glad that Manufacturing Today has started this initiative to recognise the accomplishments of Indian manufacturing. Such awards inspire the industry to take their performance to the next level and set higher standards of excellence.” Sanjay Sinha, CEO, TACO Hendrickson Suspensions Pvt. Ltd

Indian manufacturing is a very complex and dynamic industry that has been propelling the national economy. This fantastic industry’s accomplishments need to be recognized and celebrated through such Awards platform.” Dilip Bogawat, Engineering Director, Faurecia Interior Systems India

Excellence should be rewarded. It serves as a source of motivation. I compliment Manufacturing Today in taking up this initiative in

constituting these awards to recognize and felicitate excellence in the manufacturing sector.”

Rajesh Nath, MD, German Engineering Federation (VDMA)

The Manufacturing Today Awards 2013 is an excellent initiative by Manufacturing Today magazine. Indian manufacturing has felt the need for a credible and

fair awards platform, for a long time. These awards will serve as a great source of inspiration.”

Viren Joshi, CEO, Sigma Electric Manufacturing Corporation


AWARDS

Come September and Indian manufacturing’s fi nest will converge for the Manufacturing Today Awards ceremony in Mumbai. But fi rst, it is time to send in those nominations

THE DATESNominations deadline: August 9, 2013Jury meet: August 23, 2013Awards ceremony: September 20, 2013

TWO SEGMENTS(Based on the annual turnover of the organisations)Small & Medium Enterprise – Up to Rs1,500 crore Large Enterprises – More than Rs1,500 crore

COMPANY AWARDS(Open to both segments but separately)MT Award for Excellence in Operations 2013MT Award for Excellence in Technology 2013MT Award for Excellence in HR 2013MT Award for Excellence in Innovation 2013MT Award for Excellence in Supply Chain 2013MT Award for Excellence in CSR 2013MT Award for Excellence in Safety 2013MT Award for Excellence in Sustainability 2013

INDIVIDUAL AWARDSManufacturing Today Plant head of the year 2013Manufacturing Today ‘Champion of Indian Manu-facturing’ 2013Manufacturing Today Entrepreneur of the year 2013

THE CATEGORIES

TOOLS


Various combinations of chip geometry with base materials and special coatings are being evolved to meet the expecta-tions of the manufacturing industry, says Gautam K Ahuja, MD, Dormer Tools India

BY NIRANJAN MUDHOLKAR

Conventionally, metal-cutting has been about cutting steel alloys and cast irons. However, today’s shop-floor is full of different materials. As the country is expanding its capabilities in automobile, aerospace,

and the energy sectors, there has been usage of new materials, which are generally difficult to machine.

These obviously require latest tooling solutions. Other fields like valve machining, mining heads, machining of exotic materi-als etc, too use advanced tooling. The reason behind this is the complexity of the materials and/or components being machined. “The cutting tool industry is very innovative and is always taking up the challenge. Various combinations of chip geometry with base materials and special coatings are being evolved to meet the expectations of the industry,” says Gautam K Ahuja, MD, Dormer Tools India Pvt Ltd.

Dormer, which is a leading producer of solid carbide and high speed steel rotary cutting tools, has newly launched a large range for different materials, and is expanding its range on a regular basis. Carboloy (brand for indexable tools), has a large range inserts in various grades, to suit most applications.

In fact, the challenges go beyond the machining of newer materials. “The other trends include increased parameters

which put a lot of pressure on the performance of the tools. We are regularly coming out with new grades for enhanced performance,” Ahuja says. Another area is that many machine shops are now opting for multi-axis machining centres having 5 to 9 axis. “This facilitates the machining of the component in one set-up, thereby improving the productivity, phenom-enally. Similarly, we find more numbers of turn-mill centres, for predominantly turning components. Tooling used on such machines need to have very high security, durability and con-sistency, and our tools are built on these pillars,” he adds.

Where tools might have been specified as merely ‘coated’ or ‘uncoated’ in the past, there now exists a wide spectrum of different coating compositions for different material needs. Ahuja agrees and points out that coatings have evolved over

INCISIVE INSIGHTS

a period of time. “Apart from the traditional multilayer CVD (chemical vapour deposition) and PVD (physical vapour depo-sition) coatings, we have MTCVD (mid temperature CVD). For drills and end mills, we also have TiAlN and TiSiN coatings. Dormer and Carboloy offer a large range of coated grades. The PVD coatings especially used for Carboloy are built on state-of-the-art technology of nano-structural PVD coatings with high content of Al, which gives a very secure and reliable cut-ting edge, even under high mechanical stress.”

Geometry of the tool itself is assuming great significance today. An expert cutting tool supplier should have exper-

tise not just in materials but in parts such as these - offering systems that are tailored to more difficult work-piece types. Ahuja agrres: “Yes, the geometry of the tool play a vital role in the performance of the tool.

Dormer and Carboloy have different geometries and cut-ting edge preparation for different materials and conditions to which the tool is subjected. For example, for an unstable set-up of the fixture or component, we need a sharp and keen cutting edge. Thus, selection of the right geometry goes a long way in the performance of the tool otherwise the results could be drastically different in such extreme situations.”

Selection of the right geometry goes a long way in the performance of the tool otherwise the results could be drastically different.


Cutting tool companies are developing new precision-based solutions that offer improved economy by having even more cutting edges per insert

By Christer Jönsson

In today’s competitive manufacturing market, all indus-try segments are looking for the perfect cutting tool that offers high productivity, versatility and accuracy at a low cost per edge. In response, cutting tool companies are developing new precision-based solutions that offer

improved economy by having even more cutting edges per in-sert, as well as better efficiency by performing both roughing and finishing operations.

Take the latest generation of face milling tools for example. Many of them feature pre-hardened cutter bodies that maxi-mise tool life and performance, as well as make use of inserts with as many as 16 cutting edges to minimise cost per edge for a lower cost per part. Some companies have even placed high emphasis on creating the perfect fit between the insert and its corresponding pocket to maximise the effectiveness, perfor-mance and tool life of a cutter.

Before purchasing a face mill cutter that presents multiple cutting edges, however, it is important for manufacturers to closely review their cutting processes to determine the best

The cuTTing edge

insert grades and geometries, cutter pitches and lead angles for their applications. It is also a good idea for them to evaluate the real costs of their cutting tools.

As manufacturers strive to reduce the price of their prod-ucts without sacrificing quality, inserts that provide as

many cutting edges as possible are growing in popularity, es-pecially in the general engineering and automotive industries.

While more traditional face mills typically use inserts with four edges, cutting tool companies are now adding more and more cutting edges to their inserts to create the best possible economy for their customers. In fact, some face mill inserts provide as many as 16 cutting edges (for example, the Double Octomill from Seco).

Seco is able to achieve 16 cutting edges because each pocket on the Double Octomill face milling cutter features a nega-tive axial angle that allows for the use of double-sided inserts. The inserts themselves use a positive rake angle to minimise power consumption while achieving higher cutting speeds

Tools

38-40_MT_JULY13_Tools-Seco.indd 38 28-06-2013 19:45:28

TOOLS


for a signifi cant increase in productivity. Additionally, as the popularity of multi-edged inserts continues to grow, cutting tool companies are making them as thick as possible to ensure high strength and process security with low risk of edge break-age. Nowadays, companies also offer a wide variety of high-performance insert grades and geometries so the cutter can operate effectively in various materials and processes.

Some of the more advanced grade coatings manipulate alu-minium and oxygen at the atomic level, allowing the in-

serts to have unmatched toughness and abrasion resistance for a longer, more predictable tool life.

With respect to insert geometry, those with small wipers are ideal for roughing operations, while wider wiper edges can perform roughing and fi nishing in a single operation, produc-ing superior surface fi nishes. In the case of the Double Oc-tomill, the M14 geometry with a 0.45 mm wiper flat is ideal for roughing, while the M15 with a 2.11 mm wiper flat is more suit-able for finishing operations. Then there is M13, which has the same wiper flat as the M15 but has a more positive geometry, making it perfect for lighter cutting.

When designing modern face mills that boost productivity and cut operating costs via multiple cutting edges, cutting tool companies are taking a close look at the relation between the physical shape of an insert and its corresponding pocket. In fact, companies are going the extra mile and grinding location grooves on the inserts to ensure they precisely align between the edge and the seat of each cutter body pocket. This enables the cutter to achieve very tight tolerances because there is always the same distance between the edge and the support surface.

With its Double Octomill, Seco is taking the perfect fi t even further as the only cutting tool company to develop in-sert pockets that incorporate a strong centre lock screw and grooves for axial and radial high speed steel (HSS) location pins. These pins increase tool life because the pockets do not wear out as fast when compared with a traditional face mill. Additionally, each pocket features a hard HV 700 coating that protects the tool from wear and prevents chips from welding onto the cutter.

The HSS location pin design also simplifi es the mounting and indexing of the inserts, as well as ensures maximum

stability during operation. With no axial adjustment required, users simply place the insert in the pocket. In fact, they will ‘feel a click’ when the insert is in the right spot, so it is nearly impossible to mount it incorrectly. This is important because an incorrectly positioned insert will experience uneven wear, creating different loads on the other inserts and unequal cuts in the work-piece.

Cutting tool companies are also making their inserts easier to handle by numbering each edge. Users should index all of the inserts at the same time and in the chronological number order. One worn insert will put undue stress on the others, cre-ating a negative chain reaction that impacts part quality. Fur-thermore, by using the same edge number in all of the pockets, users can achieve the best possible tool life.

Given the wide variety of machines and materials on the market today, it is important to have the right cutter pitch for

a particular face milling operation. Therefore, many cutting tool companies offer several different pitch options for their cutters with multi-edged inserts so that users can achieve op-timum productivity in their application.

In applications where a machine has high-power capabili-ties, a close pitch cutter is the best option. This is especially true when processing cast iron because shorter chips are in-volved and a close pitch removes more material per minute. However, a close pitch cutter paired with a weak machine often results in unwanted vibrations. Normal and coarse pitches use fewer teeth/inserts in the cutter so they require less torque, making them better solutions for machines with limited power capabilities.

The Double Octomill, for example, is available in three dif-ferent pitch versions. On the normal and normal+ versions, the insert locks into place via a centre lock mounting with a strong screw. The close pitch version offers wedge mounting using a new, stronger and self-orientating wedge.

Face milling is one of the most common forms of milling, and manufacturers can perform the process using a vari-

ety of different tools. For example, there are 45-degree cutters that reduce vibrations on long overhangs, shoulder cutters for thin-walled components, and round insert cutters that have the strongest cutting edges. Cutters with a 45-degree angle, such as the Double Octomill, tend to be the most popular be-cause the smaller the angle the better the relation between the different directions of the cutting forces, which go straight up into the spindle. The 45-degree angle also produces a chip

More advanced grade coatings manipulate aluminium and oxygen at the atomic level, allowing the inserts to have unmatched toughness.unmatched toughness.

Double Octomill application


TOOLS

thinning effect that promoted increased productivity. At this angle, however, if the workpiece is fixtured in such a way that the cutter has to mill close to a wall, there will be a portion of the workpiece left uncut as the cutter cannot go any further.

Cutters with a 90-degree lead angle tend to bend and cre-ate vibrations when milling a straight wall on the side of

a workpiece because most of the forces are in the radial di-rection. Given all of the different options, manufacturers need to determine which one brings the most benefit to their op-erations because one user may want to reduce cutting forces, where another is more concerned about properly ending a cut.

Cutter cost, tool life and productivity-enhancing features are critical things to consider before purchasing a face mill. After all, cutting tools have a strong impact on cost per part. For example, while a high-performance cutter with multiple insert edges may cost more up front, it can save users in the long run through increased tool life, lower cost per edge and an overall lower cost per part. However, not every applica-tion benefi ts from this type of cutter. In order to purchase the right cutter for their exact needs, manufacturers must weigh the different options available to them, considering variables such as work-piece material and hardness, application type, cost per insert, cost of edges in the cut per load, number of

indexes needed to complete a job, cutter style, coating types, cutting diameters and speeds, and much more. Because there are so many variables to consider, manufacturers should also evaluate the cutting tool company selling a particular cutter and see what level of customer support it provides.

Application support can be a major source of improved pro-ductivity, but manufacturers often overlook it. Recently, the relationship dynamics between manufacturers and cutting tool companies have changed and grown into partnerships, where both parties work together for mutual support, problem solving and developing total manufacturing solutions.

Utilising a cutting tool company’s in-depth knowledge of manufacturing technology as a resource allows custom-

ers to keep abreast of the latest advancements, as well as to understand how those innovations play into process optimi-sation. As a result they continue to increase their competitive advantages and differentiate themselves as a technology lead-er in the increasingly challenging global market.

The manufacturing world is continuously evolving, which requires machine shops to constantly re-evaluate their ma-chining processes to ensure they are getting the best possible quality, effi ciency, productivity and economy from their cut-ting tools. As a result, cutting tool companies are doing more to develop new solutions that keep their customers on ‘the cut-ting edge’, while also saving them money.

Among those solutions is a new generation of face milling cutters with unbeatable low cost per edge for achieving a lower cost per component. But because so many different options come with these modern face mill cutters, it is important for manufacturers to work closely with their cutting tool suppli-ers to ensure they get the best cutter for their unique needs.

Author is a corporate product manager milling with Seco Tools

Inserts that provide as many cutting edges as possible are growing in popularity, especially in auto sector.

Given the wide variety of machines and materials on the market today, it is important to have the right cutter pitch for a particular face milling operation.face milling operation.


Tools

Cutting tools players are pushing the demands set forth by newer materials and complex design complexities like never before, says Shailesh Prabhune, president, Sandvik Coromant India

Today’s manufacturers are constantly pushing the limits of cutting tool technology mostly because of the use of newer materials and design complexities. Manufacturing Today

spoke to Shailesh Prabhune, president, Sandvik Coromant India, to find out how cutting tool companies are responding to the challenges. “We are pushing the demands set forth by new-er materials and complex design complexities

New HorizoNs

(shapes, surface finish and geometrical accuracies) like never before. In fact, we picked up this trend quite early and are well prepared to support our customers to address these challenges,” he says.

According to Prabhune, Sandvik Coromant has adopted a three-pronged approach to the chal-lenge. This includes focus on R&D, application development and knowledge sharing. While oper-ating a global network of advanced R&D centres, Sandvik Coromant invests more than 4 per cent

By NIraNjaN Mudholkar

44_48_MT_JULY13_Tools - Sandvik.indd 44 28-06-2013 19:53:04


TOOLS

of its turnover into R&D which is way above the industry av-erage. “We develop and offer more than 2,000 products every year and in the process hold more than 2,500 active patents. Besides this, we work actively with lot of universities and other research/ application institutes challenging and pushing the limits,” Prabhune says. The outcome of this focus is the devel-opment of new grades, geometries and coatings optimised for machining of newer materials like titanium alloys, composites and super alloys.

Application development is a critical today because new materials and complex designs have brought in the features like closer tolerances, thin walls, deep holes, etc. in the com-ponents. “Tools alone may face limitations but for appropri-ate application techniques. The combination of optimised tools and right application techniques is the key.” Sandvik Coromant has setup eight application centres globally (one in Pune, India) for application development. “Here we work to-gether with customers and partners to develop solutions for different applications. What we learn from the application projects benefi ts our customers and drives the entire industry forward.”

Through its huge experience and expertise, Sandvik Coro-mant has amassed enormous knowledge in metal cutting.

“We share this knowledge within manufacturing industry through our training programs conducted in our 29 produc-tivity centres around the world, the internet sites like Aero Knowledge as well as through various social media.” Every year around the globe about 30,000 people are trained in these productivity centres; the Pune centre trained about 1,200 peo-ple last year.

Today, manufacturing companies are expecting innovative tooling solutions to reduce overall costs and increase the pro-ductivity. Prabhune says it is not just about innovative tooling. “In the future it will be even more about the application knowl-edge and how we apply the tooling.” To illustrate his point, he gives the example of InvoMilling technique, a new invention from his company. “This is a unique approach to milling spur and helical gears using indexable insert cutters. InvoMilling opens up new, cost-efficient ways to produce geared compo-nents without dedicated hobbing machines. The biggest ad-vantage is that it can offer fl exibility and productivity at the same time. Moreover, the same tool can be used for different gear modules and profi les. So this is a versatile method for manufacturing gears in modern multi-task machines or 5-axis machining centres.

With digital technology becoming all pervasive, Sandvik Coromant has recently gone for the ISO 13399 Standard that is applicable for product data delivery between CAM platforms. “This means that CAM operators can choose the virtual ver-sion of tools from a tool library when they program their ma-chines. It also means that they can run machining simulations in the computer, to almost 100% crash free machining, before even putting the physical tool in the machine. It shall reduce the setup time and increase the productivity of expensive ma-chines like Multitask or 5 axis MCs.”

After the Tsunami in Japan when the Fukushima nucle-ar power was taken off the grid, as well as other nuclear

power plants were being pre-emptively shut down, several manufacturing companies faced the challenge of reducing electricity power consumption by 15 per cent. The Japanese government has requested a nationwide decrease in electric-ity use. In response to this situation Sandvik Coromant devel-oped methods and tools to decrease its customers’ electricity consumption. “We call this concept ‘the Sandvik Power Sav-ings Program’. Tools using lower cutting forces and increas-ing machining productivity consequently reducing electricity consumption were put to use after a detailed study conducted per customer.”

Challenging materials, increasingly complex geometries, large component sizes, and increasingly specialized perfor-mance and quality requirements are no more exceptions; these are actually becoming norms. “The more advanced manufacturing becomes in terms of dealing with new mate-rials and new technology, the harder it will be for individual companies to keep all competencies in house. This opens up for new ways of partnerships and cooperation between manu-facturers, tool makers, machine makers and research centres. It also sets the agenda of future competence needs, training and recruitment,” Prabhune says.

Accordingly, Sandvik Coromant is currently working in the aerospace segment with institutes like Advanced Manufactur-ing Research Centre (AMRC) in Sheffi eld, UK and the National Centre for Aerospace Innovation and Research (NCAIR) at IIT, Mumbai. “The main objective of these institutes is to develop solution to complex problems and in the process developed a sound Aerospace ecosystem of knowledge and suppliers.”

Anticipating industry trends is one thing and responding

Tools alone may face limitations but for appropriate application techniques. The combination of optimised tools and right application techniques is the key.application techniques is the key.

New insert geometries and customised tool holders optimis the use of coolant.


TOOLS

to them meaningfully is another. Prabhune agrees: “In fact, when it comes to the trends in the manufacturing industry, market leaders have a responsibility to be perceptive and for-ward thinking. We develop ourselves together with the indus-try and the industry develops together with us.”

One example where the trends have an impact on job op-

Through an extensive study – titled ‘Looking ahead’ – Sandvik Coromant has identifi ed four areas of special interest:Rapid urbanisation: Today, half of the world’s population lives in urban areas. Over the next 15 years, the makeup of the group of top 600 cities will change as the centre of gravity of the urban world moves south and, even more decisively, east.Sustainability: Sustainability will be a much more integrated part of the manufacturing business model in terms of recycling, energy saving processes, reduction of water use and green transports.New advanced materials: With new high performance materials like carbon fi bre and super alloys the demand on productivity increases. This also infl uences new methods of manufacturing, machine- and tool design as well as software.New technologies: Digital solutions are a more integrated part of manufacturing than ever before. There is a lot of data to interpret and analyse in order to optimise manufacturing processes. Several CAM companies are deeply involved in projects relating to the use of digital data in the development of CAD/CAM services to the end customer. This opens up the use of digital products, which is turn-ing into a competitive advantage.

portunities is the aerospace industry. More people than ever can afford to travel. There are also more than 200 million people living outside of their country of birth which sets new demands on travel preferences and aviation capacity. “The use of composites, carbon fi bre reinforced plastics and super al-loys require the development of new tools and new effective ways of machining. Environmental demands drive the devel-opment of lighter aircraft with lowered carbon footprint using less fuel.”

As Prabhune rightly says, larger aircraft puts demands on the development of larger airports which in turn increases

the need of additional service. “New materials also open up a new industry for recycling of old aircraft, mainly targeting aluminium,” he says. As usage of all materials will increase, it will put more pressure on resources and hence sustainability and recycling will become vital. “Sandvik Coromant has a very active recycling program since many years and we recycle hundreds of tonnes of tungsten carbide inserts and many of our customers support his cause as well,” he says, signing off on a positive note.

FUTURE TRENDSIt is not just about innovative tooling. In the future it will be even more about the application knowledge and how we apply the tooling.

Environmental demands call for lighter aircrafts, which require new materials that in turn need new tools and new ways of machining.


India’s largest paint company established a competitive edge in the challenging marketplace through a leaner, more agile and cost-efficient supply chain

Colourof successC

omplex, multi-site manufacturing operations come naturally with the tag of ‘India’s largest paint compa-ny’ for Asian Paints. The complexity essentially stems from its dynamic, large and diverse customer base; it provides solutions for decorative home improve-

ment, industrial as well as automotive painting requirements. These demanding market segments are catered to through 1,200 standard paint product stock keeping units (SKUs) and many made-to-order formulations.

Obviously, this paints major needs to optimise raw materials selection while addressing the variable market demand and also

determining which products should be produced at which manu-facturing plants. Only then can it maintain operational efficiency to the fullest. The management realised that if it has to establish a competitive edge in the challenging Indian marketplace, it needs a leaner, more agile and cost-efficient supply chain.

We manufacture products at five production locations owned by the company, and at several contract manufacturers who

make specialty or low-end finishes for us,” says Manish Choksi, chief of corporate strategy and chief information officer for Asian Paints. “It’s critical to integrate those manufacturing sites into a

SUPPLY CHAIN


Asian Paints applies advanced master planning technologies to decide which products should be produced at which manu-

facturing plants, incorporating variables such as cost and de-mand volume, capacity, current inventory levels, environmental requirements and other factors. Optimisation happened across multiple objective levels including capacity, demand satisfac-tion, safety stock requirements, inventory optimisation as well as transportation costs.

The paint company sources raw materials from domestic sup-pliers and international vendors, and the company uses a sophis-ticated materials planning system to manage those crucial sup-plies. Given that raw materials comprise 60 per cent of its value chain, Asian Paints constantly improvises its bill of materials, routings and alternate parts. This leads to a complex alternate materials scenario during the procurement planning process. To ensure optimum raw materials selection, Asian Paints uses JDA’s factory planning software to manage a wide range of variables, such as the infl ow and use of raw materials among multiple pos-sible alternates across multiple alternate vendors and possible production routes. Further, an advanced scheduling software is used to set weekly timing requirements on a plant, unit and ma-chine-by-machine basis.

The company typically experiences a ‘hockey stick’ variation in monthly demand for its products and also sees an annual up-

surge in demand during festival seasons in various parts of India. Asian Paints utilises a sophisticated distribution planning system to address this variable demand and to move product smoothly to this complicated and dynamic marketplace.

To ensure a smooth evolution to this re-engineered solution, Asian Paints enlisted JDA to support deployment, change man-agement and continuous improvement. The company also relied on JDA for help in streamlining process workfl ows, reducing the planning cycle and in formulating overall solution architectures.

“We have used our advantages in inventory management and the supply chain to build an organisation that is much stron-ger,” says Choksi. “It has really allowed us to leverage our skills and strengths in the marketplace.” A decade after a supply chain opportunity assessment demonstrated that the solutions would pay for themselves after one year of use, Asian Paints has dramati-cally improved its debt-to-asset ratio. The company has become

It’s critical to integrate manufacturing sites into a cohesive entity that delivers products to our customers without holding a large amount of inventory.unt of inventory.Manish Choksi, chief of corporate strategy & CIO, Asian Paints

cohesive entity that delivers products to customers without hold-ing a large amount of inventory, while managing our cash cycle.”

This dynamic marketing and production environment requires a sophisticated and robust supply chain. In its search for a true competitive edge, Asian Paints’ executives set two key objectives for its supply chain. First, they sought to deliver product effi cient-ly to customers without holding a large amount of inventory. Sec-ond, they wanted to manage their cash cycle to free up funding for an aggressive growth-by-acquisition strategy.

Starting a decade ago, Asian Paints began leveraging advanced JDA solutions* for supply chain master planning, materials and distribu-tion planning, production scheduling, and change management.

Asian Paints implemented these key advanced planning solu-tions to cover the processes from sales forecasting, master pro-duction planning, raw material planning, distribution planning and shop fl oor scheduling.


SUPPLY CHAIN

Our ability to deliver the right product on time at the right place has clearly differentiated us from the competition.

essentially debt free, and has leveraged its supply chain effi cien-cies to pursue an aggressive growth strategy. In 1999, the company operated with an average of 56 days of fi nished goods inventory. During the initial implementation phase, the company reduced that to an average of 40 days of fi nished goods inventory on hand, and in recent years has further reduced that fi gure to 30 days of fi nished inventory. This leaner inventory stance was a key factor in the company’s improved cash fl ow position and its ability to invest in growth-oriented acquisitions.

The company has also used solutions to move from an end-service-level metric to a more proactive and precise order-

fi ll method of analysis. After fully implementing various JDA so-lutions, Asian Paints now achieves 87-90 per cent service levels for SKU sales at the location level, which puts the company well ahead of competing fi rms in the marketplace.

Using an enhanced master planning system enables Asian Paints to optimise the kinds and size of inventory it holds, and to deal more effectively with fl uctuations in the volatile paints mar-ketplace. A better planning system for materials allows the com-pany to create more complex paint formulas, and to select the best vendor and manufacturing method for any given situation.

Modern distribution planning enables Asian Paints to plan de-ployment on a weekly basis, and to quickly and easily adjust those distribution plans as needed. By adopting a robust approach to change management, the company can now adapt more nimbly to shifts in market demand, to new manufacturing processes, and to changing regulatory pressures or business requirements.

In terms of market performance, improved supply chain plan-ning and execution systems have allowed the company to grow – it is now four times the size it was 10 years ago – while dramatical-ly reducing the on-hand inventory needed to serve its customers.

To further optimise the execution of the supply chain processes in conjunction with the planning solution, and to provide a seam-less plan-do-check-act framework to the supply chain executives, Asian Paints deployed an agile business process platform. This has provided it with the ability to build highly customised plan-ning and execution workfl ows to further improve supply chain effi ciencies.

“The Asian Paints brand stands for the quality of our products, but I think our brand also stands for on-time performance and good service,” says Choksi. “The supply chain is viewed as a very critical function. Our ability to deliver the right product on time at the right place has clearly differentiated us from the competition, and allows us to retain a large share of the business.”

*Asian Paints is a long-time customer of i2 Technologies, Inc., which was acquired by JDA Software Group, Inc., in January 2010. Asian Paints continues to work with JDA on its supply chain man-agement initiatives.

The product has to be delivered effi ciently to customers with-out holding a large inventory. (Representational picture)

Raw materials comprise 60 per cent of Asian paints’ value chain, so it has to constantly improvise its bill of materials, routings and alternate parts.

DS_ADVT.indd 2 2/27/2013 2:47:14 PM


Scania Commercial Vehicles sees great potential in India market and has invested Rs2.5 billion for a new plant, shares Anders Grundströmer, the company’s new MD

Long road aheadBy NIRANjAN MuDholkAR

54-56_MT_Jul13_Operations_Scania.indd 54 28-06-2013 19:59:00

OPERATIONS


coaches will be also done at the facility, which will also provide service workshops for trucks and buses.

Scania has approached the Indian market through well planned phases. It entered India in 2007 through a partner-

ship with L&T. “Our partnership with L&T has helped Scania in establishing a stronghold in this market. L&T will continue as the distributors of our products and services in the mining segment,” Grundströmer informs.

In 2011, Scania Commercial Vehicles India was started to boost the company’s presence through sales to additional segments of the Indian commercial vehicle market for introducing new mod-els. Accordingly, Scania has launched a new range of on-road haulage truck models specially adapted for the Indian market - the R 500 6x4, the G 460 6x4, the P 410 6x2 and the P 360 4x2. The P 410 8x4 mining tipper was launched in December 2012.

Thus, establishing a CKD manufacturing plant has been a logi-cal progression for Scania, which views India as a vast market with plenty of opportunities. Grundströmer believes there is huge po-tential and the market has enough bandwidth to accommodate global players. “Continued good economic growth, export indus-try growth, and the expansion of motorways and logistic systems are factors behind Scania’s decision to strengthen its presence in India.” In line with the market potential, Scania has so far invested Rs2.5 billion for the new facility, which will be completely up and running in the current quarter. “Our commitment to India is long term. We are here to stay and establish a sustainable transport so-lution,” Grundströmer adds.

While as a truck manufacturer, Scania is known for certain standards, will the Indian plant be aligned with its global

quality measures? Grundströmer is quick to respond. “Scania has 120 years of legacy around the globe and we follow uniform qual-ity standards across the board and never comprise. The upcom-ing plant in Narasapura has been specially designed to be in line with our global standards.” Operations at the plant are marginally automated. “However, we have a focus on procuring only the best equipment. All installations at the plant, including tooling, adhere to our stringent quality requirements. This will enable us to de-liver high quality products.”

A CKD assembly in the initial stage would also imply that sub-stantial amount of content will be imported. “However, we defi-nitely wish to localise our products as much as we can. Right now we are localising 18 per cent of the trucks and 100 per cent of the bus body. All the Indian suppliers we work with match our global standards in terms of quality. We will be looking at further

Scania Commercial Vehicles India is on schedule to start production at its new plant in Narasapura, near Benga-luru. This manufacturing facility is expected to further boost the company’s sales and service offering through a wider selection of models and shortened delivery

times. “Our plant will be a CKD (complete knock down) assembly unit for trucks and bus chassis. It is being constructed on an area of 35 acres in Narasapura and we will also be employing about 800 people over the next one year,” shares Anders Grundströmer, the company’s new managing director in India, and senior vice president for the Scania Group. Bodybuilding of city buses and

Right now we are localising 18 per cent of the trucks and 100 per cent of the bus body. We will be looking at further increasing the local content.increasing the local content.


OPERATIONS

increasing the local content as we progress,” Grundströmer says. Scania envisages around 2,500 heavy haulage trucks and 1,000 in-ter-city buses and coaches to be rolled out from this plant within fi ve years. The production has been designed to meet the sales demands keeping in mind the long term requirements. The focus has been on fl exibility both in terms of processes and capacity. The new facility will also have a local R&D team which will help in constantly enhance the products and services to meet the cus-tomer and market needs.

The new plant will employ about 800 people over the next one year. “If we are to ensure that the operations at this plant are

aligned with our global standards then we also need to ensure that the people working here have the required skill-sets. Moreover, we at Scania believe in employee development which plays a direct role in the overall organisation’s growth,” Grundströmer says. To ensure this, Scania has created a very strong orientation package for all employees at the factory. “Employees will be given both theoretical and practical training by internal as well as external professionally qualifi ed experts.”

At present, the focus of the new plant will be to establish the Scania business in India through trucks, buses and engines.

“We foresee great potential in the Indian market and so the new plant will cater to the domestic requirements. But we are open to exports to other regions at a later point of time. We will look at exporting to regions that are similar to India.” Of course, India continues to hold immense promise in the long-term but there is no denying that economic conditions in the recent past have been rather disappointing.

“In India, we have witnessed a decline in sales over the last few months in the industrial as well as transportation sectors due to slowing down of projects and industrial production,” says Grund-strömer, adding that 2012 was a tough year for vehicle manufac-turers all over. “Europe was divided, with decent conditions in the northern and central parts while several markets in southern Europe had, and still have, a very low level of demand. Even if it takes a few years, there is a replacement need among transport companies, which will lead to a gradual rebound in demand.

The launch of the Euro 5 standard in Brazil was successful for Scania. Markets such as Russia saw us continuing the expansion of our service. In Asian markets our business has improved. Ser-vice revenue has also improved.”

Speaking specifi cally about India, Grundströmer sees good signs of a turnaround. “There has been a revival in the mining industry with large coal mining tenders opening up now and we foresee a rebound in the market in the coming quarters.”

Grundströmer also explains the logic behind focusing on the HCV (heavy commercial vehicles) segment. India’s highway infra-structure improving (slowly but steadily) and the hub-and-spoke model is gaining increasing acceptance. Accordingly, the domes-tic truck industry is witnessing polarisation with growth in the HCV segments outperforming the overall industry growth rate.

“The M&HCV segment, the share of heavy-duty, long-haulage trucks is witnessing a steady increase in proportion to the total M&HCV volumes. Within the M&HCV segment, the demand for tractor trailers has been strong, refl ecting the improving demand from container applications, and the steel, cement, and construc-tion industries. The tipper segment within the HCV segment has also benefi ted from the gradual recovery in demand from con-struction and mining activities over the past few quarters,” Gr-undströmer elaborates.

Having recently taken charge, Grundströmer has a clear man-date to establish Scania as the preferred brand in the truck

and bus industry in this market. “We want to affi rm the presence of Scania truck and bus operations in this region while meeting the growing market demands. For me and for Scania, the long term commitment to India means that we can bring about a dis-tinct change in the way India views transportation,” he says.

Scania will also focus on providing sustainable transport so-lutions focused on total cost of ownership (TCO). Scania is also seeking active co-operation of the government to promote the production and usage of biogas to improve the environment as well as public transport system.

As a foreigner working in this country, Grundströmer believes India is a land of boundless opportunities with extremely wel-coming people. “It’s a truly colourful country with a unique cul-ture and its own way of doing things.” He is quite happy the way Scania has started here. “But this is just the beginning for us in India. We have a long way to go and it is going to be an exciting journey,” he signs off.

We envisage around 2,500 heavy haul-age trucks and 1,000 intercity buses and coaches to be rolled out from this plant within fi ve years.within fi ve years.

Inside Scania’s manufacturing facility in Södertälje Sweden. The Indian facility will also adhere to Scania’s stringent global standards.


OperatiOns OperatiOns

Appasamy Associates, a Chennai-headquartered engineering company is quietly writing a success story by manufacturing low cost but equally effective simpler alternatives to imported medical equipment

FOCUSSED ON THE FUTURE

South-based Appasamy Associates makes 80 per cent of the interocular lenses used in India to treat patients with cataracts. The diseased natural lens is replaced with an interocular lens, which is a flexible, plastic insert with positioning and holding struts called haptics.

Appasamy manufactures such 300,000 lenses a month, as well as the disposable syringes used to inject them into the eye be-sides an enormous range of other instruments and equipment used in eye clinics and hospitals. The company also has an of-fice and lens manufacturing facility in New York City — Ellis Opthalmics, near JFK airport, the output from which is almost all imported back into India. “Indian doctors want US made, im-By MAtt BAiley

58_62_MT_JUL13_Operations - CNC.indd 58 28-06-2013 20:06:07

OPERATIONS


ported lenses,” says RV Ravichandran, general manager for op-erations at Appasamy Associates, “even though they cost more.”

Other than lenses, almost all of the company’s products and innovations over the years have been those that met a local need at a cost far lower than imported equipment. Formed 33-years ago, the company is still chaired by its founder, PSN Appasamy. In the 1970s he worked in the USA for a contact lens manu-facturer and soon began his own company making a low-cost product to freeze the nucleus of an eye, ready for removal. At that time, a European company made the only similar machine capable of doing the same job. The European machine was too expensive for doctors in India. Appasamy simplifi ed the design and was able to sell a more suitable product for a far lower price. The new machine became very popular in India and made cata-ract removal a much more viable procedure, particularly for peripatetic doctors taking their services to patients in rural and remote areas.

Appasamy operates four plants, each located at Puducherry, Kolkata, Chennai and Delhi. Many of its mainstay products

are made on a line of twenty Haas CNC machine tools as its Puducherry factory. A single Haas Mini-Mill, eleven VF-1 verti-cal machining centres and eight SL-10 turning centres togeth-er make the parts for 1,800 different surgical instruments and pieces of equipment in the Appasamy catalogue. These include products such as microscopes and slit-lamps used in clinics and operating theatres, and tonometers, for testing the pressure of

an eyeball. “The tonometer is one of our best-selling products and is our own design,” says P Prakash, deputy manager CNC at Appasamy. “All of its 45 different parts are made on the Haas MiniMill. We make 150 fi nished units a month.”

Another successful, home grown Appasamy product is a YAG laser. This is used to perforate the opaque area of the capsular bag, allowing light to penetrate more readily. For 20 years, Ger-man optical company, Carl Zeiss, made the only YAG laser avail-able in India, until Appasamy designed and built a lower-cost version. “The YAG laser is another Appasamy success story,” says Ravichandran. “Carl Zeiss has sold around 1,600 YAG lasers ever. In the eight years since we launched our product, we have sold 1,000 units.”

Appasamy counts more than 10,000 Indian doctors as its cus-tomers, all of whom are looking for lower-cost and simpler alter-

Batches are often as small as two to five components, and some of the machines are set-aside for development work, proving software programmes and reducing cycle times.RV Ravichandran, GM, operations, Appasamy Associates

The optical assembly for the operating microscope is made on the Haas VF-1s


OPERATIONS

natives to imported products, such as ultrasound machines that used to cost US$200-300,000, but Appasamy now supplies that for just US$10,000. Apart from making the lenses, Appasamy also makes the single-use syringes, whose moulds are machined on a Haas VF-2 Super Speed.

The Appasamy slit lamp alone has 60 components, some turned, some milled, made from aluminium, stainless steel

and brass. The company completes 350 assemblies a month, and aims to increase production to 500 per month. The opti-cal assembly for the operating microscope is made on the Haas VF-1s. There are two models of the finished product: one with continuous magnification, the other with step-magnification, the drum of which is machined in aluminium to fi ve microns on the Haas VF-1s. The Appasamy Keratometer, for measuring the curvature of the cornea, used to be made by a Japanese supplier and imported into India, but is now also made by Appasamy.

With so many parts and products, it’s not surprising the com-pany spends a great deal of time and effort designing quick-change fixtures and fittings. Batches are often as small as 2-5 components, and some of the machines are set-aside for devel-opment work, proving programmes - generated by its EdgeCAM software, and reducing cycle times.

“Eighty per cent of our employees on the production line are female and they like the Haas machines because they are easy to operate and maintain.

The Taiwanese machines we had before were big, complex and intimidating,” says Ravichandran. Many Appasamy prod-ucts contain fi ne, small parts made on the Haas machines. Ravi-chandran claims that the women machine operators have good manual dexterity.

With a seemingly inexhaustible demand for clinical equip-ment and instruments, and with such an enormous, cus-

tomer base of indigenous ophthalmologists, it’s no surprise that Appasamy has enjoyed uninterrupted growth for the past two decades. Business is brisk, in no small part due to the company’s relentless development of innovative, lower-cost products. Doc-tors in India are free to undertake their own private practice, so it is essential that equipment is affordable, which is also why Appasamy runs a scheme to help doctors buy the equipment they need to undertake cataract surgery. But the company also exports its products. By doing so, it qualifi es for lower taxes on imported machine tools, under a government run incentive. “Because we export a large part of our production, import du-ties on the Haas machines are less,” says Ravichandran.

Appasamy is an excellent example of how engineering com-panies in India are taking advantage of the best-available manu-facturing technology, and in so doing are not only addressing the country’s pressing social issues, but are also quietly estab-lishing innovative Indian products in growing, Western markets. What’s good for eye patients in rural India, is also good for eye patients in the rest of the world.

The author works for Haas Automation Inc.

With so many parts and products, it’s not surprising that we spend a great deal of time and effort designing quick-change fi xtures and fi ttings.

Many of Appasamy’s Haas machining centres are equipped with Haas 4th and 5th axis rotary tables.

To reduce idle machine time, the company invests heavily in quick change fi xtures.

The company machines parts to tolerances of around 5 microns.


Creating smaller, segmented networks can cut network infrastructure development costs while improving performance and security

SMALLER THE BETTER

Automation systems that support the manufacturing enterprise have evolved from using isolated, proprietary networks and operating systems to tightly interconnected systems.

OPERATIONS

Industrial networks are the lifeblood of any manufacturing operation. Data moved within complex systems may enable decisions and transactions that affect a company’s profi t-ability, and can be vital to critical processes, machinery or infrastructures that serve the company and those fi rms that

depend on it. Network segmentation is needed now more than ever to make sure data gets to the right place at the right time. This splitting of computer networks into sub-networks (network segments or layers) helps industrial fi rms optimise their network by boosting performance and improving security.

However, multiple segmentation approaches are available, and the approach you take can infl uence cost, performance and time needed to develop your network infrastructure. Let’s exam-ine those approaches, and learn how to get started segmenting your industrial network.

In the past, it was typical to have a three-tier networking model with different network technologies performing different control disciplines (motion, safety, process control, etc.). These varying communication standards provided natural network technology segmentation.

Over the years, automation systems that support the manu-facturing enterprise have evolved from using isolated, propri-

etary networks and operating systems to tightly interconnected systems. These systems increasingly use open architectures based on the TCP/IP suite of protocols, such as EtherNet/IP to facilitate interoperability with corporate networks and indus-trial applications.

The openness and fl exibility of EtherNet/IP is a huge advan-tage for a company’s enterprise, because it helps enable the

convergence of multiple control and information disciplines. These disciplines include data collection, confi guration, diag-nostics, discrete, process, batch, safety, time synchronisation,

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OPERATIONS

drive, motion, energy management, voice and video. Conver-gence brings a need to segment a network. While the advan-tages of network convergence are overwhelming, it does require users and machine builders to deploy an industrial network de-sign methodology that uses network structure and hierarchy to help maintain real-time network performance. The methodol-ogy also should help ensure that capacity can be added in the future with minimal impact to the network infrastructure.

A key objective is to create smaller, Layer 2 networks to mini-mise both broadcast and fault domains, create smaller domains of trust, and reduce overall network sprawl (see illustration). A popular technique to provide structure is to use a managed in-frastructure — deploying physical or logical methods. In many cases, users deploy both methods by using various Subnets/VLANs on the network in addition to having physically isolated resources.

The concept of physical segmentation is to help defi ne de-marcation where support moves from one responsibility to an-other based on the physical location of the devices being con-nected. You can physically segment a network in various ways. The most straightforward is purely using isolated networks, meaning these networks aren’t connected to the plant network infrastructure, and any information or management is done at the local level.

Another common approach is to use multiple dual Network Interface Cards (NICs) in the programmable controller or

other machine resources to communicate with devices on vari-ous and otherwise unconnected Ethernet networks. When the controller communicates with control devices on a network, network traffi c is generated. This topology has the advantage of naturally segmenting different kinds of communication. How-ever, communication across these networks using this method

will be limited. Physical segmentation of the network creates a clear demarcation line of network ownership. This enables net-work responsibilities to be split between the IT department for the plant network and control system engineers for the cell/area zone or machine network. However, this has certain limitations, because it’s primarily dependent on the physical location of the device being connected to the network.

Physical segmentation also has limitations to the availability of information across the entire network infrastructure, so care-ful design considerations are important. Make sure you’re get-ting the information you need to the right area to make better, faster decisions.

The concept of segmenting the network using VLANs and sub-netting is well known in the IT world within the manu-

facturing zone, but segmenting is a newer concept in the cell/area zone for control system engineers. Using this approach, users can segment the ‘control’ devices by confi guring multiple VLANs in managed switches (such as the Allen-Bradley Stratix 8000™ switch). This enables users to choose what traffi c tra-verses across subnets/VLANs with the help of routers or Layer 3 switches (such as the Cisco Catalyst 3750 switch).

Segmenting cell/area zones from each other will help create smaller Layer 2 domains, reducing overall network bandwidth and create smaller domains of trust. As new systems are brought onto the network, you can incorporate them without adversely impacting network performance of the new system or the exist-ing network.

Extending plant network addressing to the machine also al-leviates the need for physical methods described previously. Resources on the network would only have one identity, but are isolated and protected from other resources outside of the local VLAN. This reduces connectivity costs and complexity of adding a new system to an existing network.

To design and plan this network, first consider each level of the logical model and any required future expansion capabili-ties. Next, generate a network requirements document by using industry best practices and standards.

Then, inventory devices and applications with network de-pendencies within the logical model to help define a physical and logical topology for the requirements document. Imple-ment the installation, procurement and configuration of the network following this document.

Next, audit the network against standards to help ensure net-work requirements are met. To maximise network availability, manage change control and monitor the network to identify issues early. And fi nally, assess network moves, additions and changes as part of the change control process to protect the in-tegrity of the requirements and performance of your network.

Multiple segmentation approaches are available, and the approach you take can infl uence cost, performance and time needed to develop your network infrastructure.to develop your network infrastructure.

Boost Network Performance with Segmentation

Manufacturing Zone

Email, ERP, WAN

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Network servicesDNS, DHCP, Syslog ServerNetwork and Security Management

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Firewall (Standby)

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Idle Time Killer VL 2 P VERTICAL TURNING MACHINE

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1 2 3


engineering industry, as it is this branch that, in the end, has to supply the necessary manufacturing solutions. There are numerous indicators for this.

For instance, according to Germany Trade and Invest (GTAI), the Russian enclave of Kaliningrad will – over the next 3 years – will see an investment of EUR3 billion in six assembly facilities and fifteen sub-supply companies for the national

automotive industry, with more interna-tional sub-suppliers also establishing outlets in the market. Similar activities are reported from Brazil. According to

Anfavea, the country’s automobile association, approximately US$ 22 billion are to be invested in

production between now and 2015. In India, economic

growth is generally attracting “an abun-

The International Monetary Fund (IMF) estimates that the world economy will grow by 3.5 per cent this year, with the impetus coming less from Europe but rather more from dynamic, newly industrialised countries. One example is the automotive industry. According to the association for the German

automotive industry (VDA) China’s share of the market in pas-senger cars increased by 59 per cent and that of Brazil by 18 per cent during the first few months of 2013. The same market is also growing apace in India and Russia. For a long time, new produc-tion facilities have been planned or are under construction, providing great opportunities for the mechanical engineering industry – as the example of EMAG proves. Specialists are developing turnkey manu-facturing systems that are tailor-made to suit specific market con-ditions, with the new production facilities in particular gaining massively from the activity.

Whether automotive or energy supply industry, the de-velopment of industrial key sectors within the BRIC states (Brazil, Russia, India, China) has a direct influence on the mechanical

VT 2-4: 4-axis machining of large batches of shafts

Closely pinpointed manufacturing solutions tailor-made to customer requirements

pRODUCTS

Partnering emerging markets

The VT 2-4 is a 4-axis turning machine for shafts of up to 400 mm length and 63 mm diameter.

68-69_MT_JUL13_Products - Emag.indd 68 28-06-2013 20:11:30


PRODUCTS

dance of investment projects in the country’s infrastructure, as well as in new industrial complexes,” states GTAI.

That the German mechanical engineering industry is prepared for such a dynamic development and the opportunities it provides can be seen in the textbook case of EMAG. Their specialists see themselves as ‘partners in solutions’ for the metalworking industry. Such an approach is of great importance, especially in the emerging markets. “As it happens, we don’t just deliver a machine tool. We deliver closely pinpointed manufacturing solutions that are, in every respect, tailor-made to customer requirements,” explains Dieter Kollmar, MD of EMAG Holding GmbH.

“This applies, of course, to typical factors such as batch sizes, compo-nent variants or, more generally, the fl exibility of the processes applied. At the same time, we determine locally the technologies, automation equipment, interfaces and control systems required. The advantages for the customer are obvious, especially where an existing production line is extended or where a manufacturing facility has to be created from scratch. Our manufacturing systems are always ‘from a single source’. Even complex processes with peripheral machines and equipment are presented as turnkey projects, thus considerably reducing the efforts of local production planners.”

SPACE SAVERThat this requirement is an important part of an impressive development becomes clear with the VL 2 and the VT 2-4 machines. The VL 2 is a pick-up turning machine with which the EMAG engineers are fulfi lling a com-

It is of an all-embracing specification, including fully comprehensive automation concept with conveyor belt, work-piece storage and pick-up spindle.Dieter Kollmar, MD, EMAG Holding GmbH

bination of two extreme demands: highest possible output rates on the smallest possible footprint. “This is a truly all-important aspect”, confirms Dieter Kollmar. “Although the floor space requirement for this vertical turn-ing machine is just about 5 sq m, it is of an all-embracing specification, in-cluding fully comprehensive automation concept with conveyor belt, work-piece storage and pick-up spindle. In combination with vertical turning, this results in very fast machining processes.” In other words: short loading travels guarantee lowest possible component costs.

Compared to horizontal turning machines, productivity rates increase quite noticeably. And handling the VL 2 is simple. All service units are freely and quickly accessible. The user can set up the machine in one go. “Thattoo is important when productivity levels enter the equation. Operatorswithout prior experience, working at a new and unfamiliar location, will be able to quickly familiarise themselves with the machine. All in all, this is an optimal solution for those who want to extent production with as little investment as possible.”

SHAFT PRODUCTIONA pretty similar approach is shown with the VT 2-4 Vertical Turning Machine with which the specialists have created an equally fast manufacturing system for shaft production. Even demanding machining processes can be realised on it. When machining shafts of up to 400 mm length and 63 mm diameter component costs reduce massively, with extremely short chip-to-chip times (as with the VL 2) being the reason. Workpiece grippers transport the raw-parts into the machine and remove them again once they have been machined. Depending on the workpiece, the changeover can be accomplished in just 6 seconds. And the actual turning process is fast too. Four-axes machining allows for the component to be machined from two sides simultaneously. Vertical alignment of the work-pieces provides for consistent process integrity, as the unhindered chip fl ow prevents the formation of clusters in the machining area.

CENTRAL PROJECT MANAGEMENT“We are convinced that EMAG’s typical solutions are optimally designed to cover not only the specific requirements of an emerging market, but also those of Europe and the USA,” Dieter Kollmar justifi es the approach. Everything is greatly simplifi ed, starting with production planning, as there is no need for separate raw part and fi nished component storage, with the added advan-tage of a reduced fl oor space requirement. At the same time, the EMAG Group engineers act as central project developers, having access to machines with optimal interfaces. This guaran-tees a fast run-in and makes the machines maintenance-friendly. “When it is a question of arriv-ing quickly at a wholly inte-grated, highly effective manufac tu r ing solution, this approach must – from our point of view – be the fi rst choice.”

For more information: www.emag.com

The VL 2 vertical turning machines from EMAG are designed for quality- and

cost-conscious businesses and sub-contractors.

Machining area of the VL 2: with 12 turning or up to 12 driven drilling and milling tools a multitude of machining operations can be carried out in a single setup. The machine can also be optionally equipped with Y-axis.


products

ever evolving general machining, mold and die, aerospace and power generation industries.

the new cermet grade’s handling of wide milling applications and lon-ger tool life is ideal for high speed machining on alloy steel, carbon steel, stainless steel and cast iron, and is the optimal solution for finishing general and mold and die components.

designed for machining high temperature super alloys widely used in the aerospace and power generation industries,

the peripherally ground ML chipformer – also known as the 3pHt-ML – achieves excellent

surface finish, promotes smooth cutting, consumes less power and reduces run out - all features that make this tool perfect for higher precision machining.

the peripherally ground ML chip-former, or 3pHt-ML, blew away the

competition’s similar offering during two separate product tests by increas-

ing tool life by 122 percent and 100 per-cent while using the same cutting conditions

such as speed, feed rate and depth of cut. the third offer from taegutec’s Millrush se-

ries is the expanded corner “r” radius insert which covers a wide array of applications while handling a full range of radii options up to 3.2 millimeters.

to meet market demand in several key sectors, taegutec is expanding its Millrush next-generation, 90 degree, 3-helical cutting-edge insert line by offering three new types: a cermet grade, a peripherally ground ML chipformer, and expanded corner “r” radius insert.

By expanding the line, taegutec answers the call from companies searching for tools that can handle a wider range of applications in the

taegutec’s drilling line just got a helping hand with the introduction of chamfering rings that promote machining convenience in hole making applications.

taegutec chamfering rings are compatible with drillrush products and available for topdrill and t-drill lines with 3Xd and 4Xd sizes.

the rings can be used to drill and chamfer in a single operation in order to minimize cycle times as well as inventory and tooling cost for improved cost effectiveness.

the new line offers adjustable step lengths and is suitable for a diameter range of 13.5-20.9 millimeters for the drillrush and 13.5-20.4 mm for the topdrill and t-drill lines.

to add value by enabling stable machining and longer tool life, tae-gutec chamfering rings use two tt9080 specially treated, multilayered, physical vapour deposition coated crNG inserts on either side which can machine any type of alloy.

taegutec chamfering rings can be positioned anywhere along the body of the drillrush, topdrill or t-drill lines. It is recommended, if pos-sible, to always use short holders; if not, to reduce the cutting speed to minimize vibration.

other recommendations include mounting the chamfering ring as close as possible to the drill shank and applying external and internal coolant to the insert for improved tool life.

Milling line expansion

Chamfering rings for effective hole-making

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71Manufacturing Today July 2013

cessing, Walter manufactures the indexable inserts from the latest Tiger•tec® Silver cutting tool materials with a PVD coating. These cutting tool materials are characterised by their above-average tool life.

Walter has succeeded in further developing the manufacturing technology enabling a further increase in the high-temperature wear resistance of PVD aluminium oxide coatings without simul-taneously having to accept any compromise in the toughness. The hardness of the aluminium oxide is higher than with its predeces-sor, thereby making the friction on the cutting surface lower due to an optimised surface structure. The improved cutting tool material is coming on the market under the name Tiger•tec Silver PVD.

A quartet comprising four cutting materials for recessing, groov-ing and parting off operations forms the vanguard of future PVD aluminium oxide product ranges. The designations are WSM13S, WSM23S, WSM33S and WSM43S. The cutting material WSM13S is suitable for use in stable machining conditions due to its distinc-tive hardness. The cutting material WSM43S is the first choice for unstable clamping arrangements and machining conditions, low cutting speeds and interrupted cuts due to its excellent toughness properties. The middle variants WSM23S and WSM33S cover the relatively large intermediate range. This gives you an optimum grooving solution for each material and each application.

When used in connection with the Walter Cut geometries, all four cutting materials offer a high level of performance, that is to say tool life and the absolutely necessary process reliability when grooving. Particularly sharp and defined cutting edges can be achieved because the Tiger•tec Silver PVD coatings are thinner than conventional coatings. This fact, as well as the particularly smooth surface help to prevent build-up on the cutting edge and provide a high level of process reliability.

For details, visit: http://goo.gl/sCmz6

Only a finely tuned cutting edge geometry provides optimum chip breaking – a prerequisite for a high level of process reliability. For grooving and re-cessing, this is critically important because chips that refuse to break are particularly undesirable in

narrow grooves. Increased process reliability when grooving and recessing – this is a requirement for many users and is fulfilled by the new UD4 geometry in the Walter Cut range.

Above all, the developers of grooving tools at Walter had in sight the machining of gearwheels, shafts, hubs and similar compo-nents made from forged steel materials and, consequently, com-ponents from mass production. This is precisely where process interruptions have a negative impact on costs. The Tübingen-based experts therefore provided the new UD4 indexable inserts with special details: Thus, specially shaped chip breakers ensure optimum chip breaking across the entire cutting edge. For lon-gitudinal turning with machining depths of 1 to 4 mm, roughing chip breakers are effective, whereas for finishing using lower feeds in the range of 0.5 to 1 mm, appropriate finishing chip breakers should be used. For radial recesses, the indexable inserts have ad-ditional chip breakers behind the front cutting edge.

Thanks to these features, coiled swarf that could disrupt the process is all but excluded. The user benefits from increased tool life and reduced downtime. The unit costs are reduced accord-ingly. Tests using wheel hubs made from the material 16MnCr5 carried out at an automotive supplier led to 80 per cent increases in tool life.

Now the Tübingen-based carbide specialist can supply groov-ing inserts with the sizes GX24 and GX30 and the UD4 geometry. The available insert widths are 3 mm, 4 mm, 5 mm, 6 mm and 8 mm. The GX30 size is also new to the Walter Cut range. Since extremely tough cutting edges are required for grooving and re-

Endless grooving

UD4 grooving geometry. Equipped with special chip breakers, the new UD4 geometry from Walter ensures increased process reliability when grooving and recessing.

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the load, thus allowing smooth working condi-tions. the swappable power module comes with a unique slide in/out concept that makes it easy to replace the entire module. the ups also ensures highest efficiency of 96 per cent at a 100 per cent load and reduces total cost of ownership by 40 per cent over a range of 5 years. With a battery life of 3 to 5 years it is ideal for small and medium businesses

According to Bhagwati prasad, head business development - 3 phase power and racks, ApJ, schneider Electric It Business: “the smart-ups Vt provides users with remote management options by being connected directly to the network and en-abling It and facility managers to meet service level objectives. It also allows energy cost saving up to 40-45 per cent, allowing It managers to optimise performance and reduce operating cost. the smart-ups Vt will give us the opportunity to capture the market for 3 phase unit within the sMB space.”

the hot swappable Battery modules are individ-ually monitored to increase the life of the batteries.

seco has introduced cBN010, a new, uncoated grade designed to provide excellent perfor-mance in continuous to moderately interrupted cuts. offering an extremely homogenous structure, the new grade provides stable performance and consistent tool life to mini-mise downtime and machining costs.

similar in composition to the existing cBN10 and cBN100 grades, cBN010 incorporates a newly developed manufacturing process to achieve a highly uniform microstructure. the grade features low cBN content with an aver-age grain size of 1.5 μm and tic ceramic binder. this improves both wear resistance and toughness, allowing excellent perfor-mance in a range of materials. optimised for case hardened steels and bearing steels, cBN010 can also be successfully applied to tool steels, high-speed steels, high-tensile steels, martensitic stainless steels, ferrous powder materials and hard facing alloys.

cBN010 inserts are available in solid, full face, tipped and multi-tipped formats. the full face and tipped option features a cBN thickness of 1.6 mm, with the stress free solid tip being attached by a modern brazing technique to give it the strongest possible connection to the carbide blank.

For more information on the CBN010 grade, please visit: http://www.secotools.com/cbn010

schneider Electric It Business India launched the 3-phase smart-ups Vt with hot swappable batteries for small and medium businesses in India. the product is designed keeping in mind Indian usage conditions specifically, with fea-tures like hot swappable batteries and pull out and swappable power modules. conventional battery solution is generally identified as the single largest reason for ups failures. the hot swappable battery modules aim to replace this through monitoring and design improvements. the product is aimed at the small data centers, server rooms and network closets in India with a focus on retail, BFsI, It/ItEs, and Media

small and medium businesses are often plagued by poor server room installations due to lack of specialized It resources within the com-pany resulting in frequent system downtimes due to technical glitches, low efficiency and poor run time of server room infrastructure. there are also frequent power cuts. the hot swappable batter-ies can be easily substituted without interrupting

Highly reliable insert grade for turning steels

Smart-UPS VT with hot swappable batteries

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Addison & Co, based in the south Indian city of Chen-nai, is one of India’s leading manufacturers for HSS metal cutting tools. The company offers a complete range of HSS tools-twist drills from its extensive product range of about 50,000 standard and spe-

cial tools. Operating throughout India, Addison also has a global presence catering to the requirements of export markets like US, Canada, Japan, Europe as well as Latin America, South East Asia and Africa.

In order to maintain its leadership position and meet the de-mands for its products, Addison & Co operates complex machin-ery in multiple daily shifts to maintain optimum output. The manufacturing process necessitates the use of various types of in-house processes and machinery which require specialised lu-bricants including cutting oils, hydraulic fluids, gear oils, greases

and so on.

In the past, Addison used a market general ISO VG 32 hydrau-lic fluid in a Vickers Hydraulic Power pack of a flute grinding

machine. Generally hydraulic systems do not have a cooler or an accumulator which results in the hydraulic pumps running continuously and increases chances of overheating. As the machine operated at very high temperatures of approximately

80oC, use of ISO32 hydraulic fluid caused it to operate sluggishly during start-up requiring 30 minutes of idle

running in order to achieve sufficient fluidity before enabling hydraulic efficiency. This led to excess pow-er consumption since the plant operated on multiple shifts and the machine required to stop for every shift change leading to excess consumption of power, high

equipment downtime and wastage of resources.

Addison was therefore seeking a more cost ef-fective, innovative solution. With the aim of

maximising productivity through enhanced equip-

A new-age hydraulic lubricant delivers class leading energy efficiency on severe operating conditions of complex machines

Proof of performance

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PRODUCTS

ment performance, Addison turned to the experts from Exxon-Mobil’s Field Engineering Services (FES). The FES is ExxonMobil’s team of technical experts who work closely with manufacturing companies, offering them expert advice on best-in-class lubrica-tion and maintenance practices. ExxonMobil engineers assessed onsite usage conditions, consulted closely with Addison’s engi-neering personnel to understand the company’s lubrication re-quirements. Based on their test results, they recommended Mobil DTE 10 Excel 32, a shear stable high VI premium hydraulic fl uid with ultra keep clean technology.

Formulated with extensive laboratory and in-service field test-ing, the Mobil DTE 10 Excel 32 helps provide quantifiable in-

creases in hydraulic efficiency compared to normal hydraulic flu-ids. This translates to reduced power consumption or increased machine output, resulting in monetary savings.

For Addison & Co, the upgrade to Mobil DTE 10 Excel 32 proved to be an ideal opportunity for the company to take advantage of the benefits offered by this advanced formulation. In particular, the Addison team was excited with the test results seen from Exx-onMobil’s comprehensive tests. It was observed that after change-over to Mobil DTE 10 Excel 32, there was no need for the pumps to run 30 minutes idle, which resulted in improved hydraulic efficiency and reduced energy consumption by 6 per cent (The energy savings derived was directly due to 30 minutes savings through 8 hr operation) and a 50 per cent reduced oil consump-tion. Also since the machine was available 30 minutes more than

After the changeover, there was no need for the pumps to run 30 minutes idle, which resulted in improved hydraulic effi ciency and reduced energy consumption.

Addison’s facility: By a simple change of lubricant, the company was able to successfully overcome sluggishness in the machines and enhance productivity

COMPOSITE BENEFITS OF THE NEW LUBRICANT1. Increased productivity by 6 per cent = approximately 33 drills/day2. 6 per cent energy savings (Derived directly due to 30 minutes sav-

ings from idle running time through 8 hour operation)3. Reduced oil consumption by 50 per cent.

in the previous situation, there was an improvement in produc-tion by 6 per cent thereby achieving approximately 33 drills per day. Additionally, Mobil DTE 10 Excel 32 usage allowed for up to 6 per cent increase in hydraulic pump efficiency (i.e. saving of 6 per cent energy)

By a simple change of lubricant from market general to Exxon-Mobil’s synthetic range DTE 10 Excel 32, Addison was able to

successfully overcome sluggishness in the machines and enhance productivity and energy savings. With the completion of the lu-bricant change, Addison & Co has responded saying, “the advice to switch to Mobil DTE 10 Excel 32 has been the best solution of-fered to us.”

Speaking on ExxonMobil’s success in providing a customised solution to Addison &Co’s requirements, Naveen Shukla, field en-gineering support manager, APAC, ExxonMobil Lubricants Pvt Ltd said, “Mobil industrial lubricants supports customers with un-matched industry expertise and technical services, unsurpassed global supply capability, proven oil-analysis programs, and com-prehensive builder approvals. The results that the Mobil DTE 10 Excel 32 delivered for Addison & Co is a perfect example of how ExxonMobil’s technology leadership and exceptional application expertise can deliver significant financial value and facilitate in-creased efficiencies and productivity”.

A reference to ExxonMobil may refer to Exxon Mobil Corpora-tion, one of its divisions or to companies affi liated to Exxon Mobil Corporation or to any one of the foregoing. The shorter term is used merely for convenience and simplicity.

PRODUCTS


Twist drilling requires a drill press or machine to turn the cutting tool. Due to the physical design of the drill bit, twist

drilling requires a machine with more horsepower - most often a bulky, bench-mounted machine that is traditionally vertically confi gured and less portable. The larger the hole, the more time and horsepower are required to evacuate the material.

Core drills with the help of professional core drilling machines can cut at higher feed rates with lower horsepower, meaning they can run on smaller machines and drill 2x to 4x faster.

The Made in Germany, BDS machines provide a wide variety of portable magnetic core drilling machines to drill holes, on-site, for repair or construction on structural steel. These newer,

Portable drilling in various applications such as steel fabrication, ship building, railway construction and so on poses lot of challenges. The method of hole-creation or drilling is one of them. Understanding the difference between twist drilling and core cutting (also called as

annular cutting), and their equipment, will have you efficiently and expertly cutting holes in steel, stainless steel and other metals.

BDS Maschinen GmbH (Germany) has in its product range various models of magnetic core drilling machines to drill holes from 12 mm to 130 mm. These are available as electric driven, pneumatic driven, battery drive and petrol driven. BDS claims to be the only company in the market to provide the most powerful portable magnetic core drilling machine model called BDS MAB 1300. It is also one of the very few international companies which manufactures also the core drills (also called broach cutter or an-nular cutter) required for the core drilling machines. The com-pany provides the complete solution of core drilling technology from machines to core drill cutters to accessories and lubricants.

BDS also manufactures edge processing machines for opera-tions like beveling, chamfering, etc. In fact, the company manu-factures the world’s one and only fully automatic beveling ma-chine called AutoCUT 500, with automatic feed, independent of fl oor condition, quite and fast.

Core drilling technology

Fully automatic beveling machine AutoCUT 500 model

Unless you’re making blind holes or holes less than 12 mm diameter, core drilling is worthy of serious consideration, especially if your application is not under controlled shop conditions.under controlled shop conditions.


PRODUCTS

lightweight machines can also be used in manufacturing or fab-rication shops. Configurable in both horizontal and vertical po-sitions, magnetic drills are also available with pneumatic or hy-draulic power for underwater/hazardous locations.

The BDS magnetic core drilling machines deliver fast, accurate hole-cutting; they are designed for continuous operation. The company offers the most compact and powerful series of porta-ble magnetic drills for holes up to 130 mm (5”) diameter. All BDS drills are heavy-duty for use in construction and industry.

The BDS portable magnetic core drilling machines can not only perform core drilling but can also do twist drilling up to

45 mm, reaming up to 50 mm, countersinking up to 80 mm and thread cutting (tapping) up to M42.

Unless you’re making blind holes or holes less than 12 mm diameter, core drilling is worthy of seri-ous consideration, espe-cially if your application is not under controlled shop conditions.

Twist drilling - the cre-ation of holes in metal

with a drill bit, is probably the most recognised method of hole-making. But, with only two cutting edges, twist drills require more time, power and slower feed rates because the complete area of the hole is removed and turned into chips.

Core drilling - the cutting of metal with a hollow-core bit is an effi cient way to create holes 12 mm to 150 mm diameter (up to 110 mm deep) with an accuracy of 0.01 mm - 0.00 mm in steel, stainless steel, etc. Core drills are available in materials like stan-dard high speed steel (HSS), high speed steel with extra cobalt 8 per cent and tungsten carbide tipped (TCT) material.

Unlike twist drills, core drills have multiple cutting teeth which cut only the material around the periphery/circumference of the hole, forming a solid metal slug/core.

The wall thickness of the cutter is approximately 5mm thick, meaning that no matter what size hole you are cutting, you are only removing a small amount of material around the edge of the hole.

Because the cutting surface of core drills is spread out over mul-tiple cutting edges (teeth), they remain sharper longer and can cre-

ate 5 to 10 times more holes than traditional twist drills. Final holes are smooth and burr-free; no reaming

is required. Additionally, hole-cutting with core drills requires no pre-drilling or step-drilling. Core drills are

commonly used to do on-site repair and to make mechanical openings and pipe thru holes.

Another unique feature of core drills is their tapered inner wall. On high-quality precision-engineered cutters, the tapered wall design serves two functions. Primarily, it accommodates for the effect of frictional heat, which causes the expansion of both the cutter and the internal metal slug. Secondly, it facilitates the smooth, easy ejection of the slug.

One final benefit of core drills is evident after the job is com-plete – cleanup and recycling. When twist drilling, many

sharp chips are intermingled with the lubricant. Separating the two for environmental and recycling purposes is difficult, time consuming and costly. Scrap from annular cutters consists of a minimal amount of swarf and a solid slug. Separating a solid chunk of metal is easier, plus it will generate more profi t when selling back the scrap. Lastly, the core drilling technology is the future of drilling and also, it is simply better drilling.

Contact: [email protected]

CHECKLIST

The core drill creates the hole in a 3-step process:1. The pilot pin accurately centres the cutter over the area to be

drilled.2. During drilling, the pilot pin retracts and allows the internal

lubrication to reach the cutting teeth.3. When the hole is complete, the slug/core is automatically

ejected from the cutter, leaving an accurate, finished hole.

Unlike twist drills, core drills have multiple cutting teeth which cut only the material around the periphery/circumference of the hole, forming a solid metal slug/core.hole, forming a solid metal slug/core.

MAB 825 core drilling machine model

HSS core drill cutters

Documents

Manufacturing Today July 2013 Issue