MART SEPTEMBER 2012

4 industrial business MART September 2012

5industrial business MARTSeptember 2012



FARO Technologies, Inc. (NASDAQ: FARO), the world’s most trusted source for 3D measurement technology, an-nounced the Vantage, a true laser track-er that combines disruptive new fea-tures and a supremely portable design. Enhancements like SmartFind, MultiView and integrated Wi-Fi® expedite measure-ment routines for unprecedented speed and efficiency. Dramatic reductions in size and weight make the device so port-able; it can simply be carried on board an airplane and stored in an overhead cabin. “The Vantage is a revolution,” said Ken Steffey, Director of Product Man-agement for the FARO Laser Tracker. “This device, and its combination of features, accuracy and portability, is un-like anything this industry has seen. The Vantage will be the standard for laser

trackers going forward.”

Though the Vantage is 25% smaller and 28% lighter than its predecessor, FARO has included new in-line optic sys-tems that actually improve long-range measurement by 45%, which is up to 80 meters (160m diameter). Integrated Wi-Fi eliminates tethering to laptops. The result is a portable tracker that captures more measurements with fewer device moves, and shorter routines, than ever before. Along with standard shipping cases, the Vantage is packaged with an all-new backpack and roller board that can be stowed in a standard airline overhead compartment, so it can be transported anywhere, anytime, quickly and conveniently.

Two of the new features found only in the Vantage – SmartFind and MultiView – increase productivity by reducing measurement time. The SmartFind sys-tem responds to simple gestures from the operator and allows the Vantage to quickly find the desired target whenever its beam is lost or broken. The patent-pending MultiView system utilizes two integrated cameras that let users point automatically to any specific and dif-ficult-to-reach targets.

Other new features like the water and dust resistant IP52 rating mean opera-tors can rely on the Vantage through precipitation and moisture that can cause other laser trackers to fail. The Vantage’s TruADM technology provides the accuracy needed for every day, real-world applications where the differences between absolute distance measure-ment (ADM) and interferometer (IFM)-based measurements are, for the most part, insignificant. Unlike technologies that require an IFM system to assist their ADM system, FARO’s TruADM simplifies the process. Enhanced, predictive algo-rithms in this patented, fifth-generation technology allow quicker capture of dy-namic measurements by simply scanning with the target.

“FARO has developed a more portable, durable laser tracker that incorporates remarkable performance, ease-of-use and more. We’re proud to be able to in-troduce such a complete solution to the marketplace,” explained FARO CEO Jay Freeland. “It truly is a no-compromise solution for our customers.”

For more information, you can also visit: http://www.faroasia.com/LaserTracker/in

All-New FARO Laser Tracker Vantage, a Revolution in Laser Tracker Design

FARO shrinks the size of its industry-leading laser tracker by 25% while adding a host of new features that increase range and improve effi-ciency for customers.

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Indo US MIM Tech Pvt Ltd has been qualified with the NADCAP certification for its aerospace facilities. This certifi-cate has been awarded by the authority of the NADCAP Management Council.

Indeed, it is one of the very important milestones in the Aerospace industry. Now, INDO-MIM is one of the very few

companies in India to have both AS 9100 Rev.C as well as NADCAP certification under one roof, for precision machining, surface treatments and NDT.

Located in Bangalore, India, Indo-MIM is a leading global supplier of precision-en-gineered products using Metal Injection Molding (MIM) as the core manufactur-

ing technology.

The MIM process combines the design flexibility of plastic injection mold-ing with the strength and integrity of wrought metals to offer cost effec-tive solutions for highly complex part geometries.

Aerospace Facility of INDO-MIM gets NADCAP Certified


Metalax

September 2012 industrial business MART 13

Refreshed Hexagon Metrology Brand Represents Closer Strategic Alignment with Parent Company Hexagon and New Market Positioning

Hexagon Metrology today launched its new corporate branding, including a refreshed company logo and updated brand strategy. The new brand more closely aligns Hexagon Metrology with the strengths and synergies of its parent company Hexagon, a leading global provider of design, measurement and visualization technologies.

As part of the rebranding effort, Hexagon Metrology has repositioned its brand strategy, and will now serve as the primary presence in the metrology marketplace while still retaining its iconic

product brands. By raising awareness of the Hexagon Metrology brand, the company seeks to promote new growth opportunities as the global customer base associates Hexagon Metrology’s strengths as a company to its entire portfolio of measurement and inspec-tion products.

“Looking toward the future, our core competency can be summarized by proven solutions, customer services, a wide selection of software, precision sensors, and extensive know-how in the sectors we serve,” said Norbert Hanke, President of Hexagon Metrology. “This new chapter in our history is an affir-mation of our continued commitment to helping customers reinvent today, outpace change, and solve problems for tomorrow.”

Building upon the company’s nearly 200-year history in the metrology industry, the new brand emphasizes the techno-logical leadership Hexagon Metrology provides to some of the world’s most critical industries.

Hexagon Metrology offers a comprehen-sive range of products and services for all industrial metrology applications in

sectors such as automotive, aerospace, energy and medical. We support our customers with actionable measurement information along the complete life cycle of a product – from development and design to production, assembly and final inspection.

With more than 20 production facilities and 70 Precision Centers for service and demonstrations, and a network of over 100 distribution partners on five continents, we empower our customers to fully control their manufacturing proc-esses, enhancing the quality of products and increasing efficiency in manufactur-ing plants around the world. For more information, visit www.hexagonmetrol-ogy.com.

Hexagon Metrology is part of Hexagon (Nordic exchange: HEXA B). Hexagon is a leading global provider of design, measurement and visualisation technolo-gies that enable customers to design, measure and position objects, and proc-ess and present data.

Hexagon Metrology Presents New Corporate Branding

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NKE Austria has published its fifth edition of general bearings catalogue. With more than 1000 pages this new edition contains comprehensive information in both English and German for industry persons as well as engineers and designers. The new General Catalogue contains NKE´s updated product range of standard bearings, which are largely available from stock or at short notice.

The catalogue´s technical section includes information to help select the right bearing types and sizes, design bearing locations, and about handling, mounting and dismounting, lubrication as well as tolerances. The product section contains product tables and information about bearing type and model-specific details for each product group.

The new edition now contains additional technical data, such as service life calculations, fatigue limiting loads and thermal speed ratings. The catalogue is available free of charge in print form and CD, in two lan-guages, or as a download from www.nke.at/catalogue.

Bearing specialist NKE publishes its new cataloguee


The Timken Company has appointed Ajay Das to the posi-tion of vice president - quality advancement. In his new role, Das is responsible for the com-pany’s quality management systems and quality assurance. Das will report to Christopher A. Coughlin, group president. Das most recently held the position as managing director and director of manufacturing

for the company’s business in India where he was named one of India’s most valued industrial business leaders by Business World magazine in 2011. He joined Timken in 1992. During his 20-year career, he served as national sales manager for India.

Ajay Das to lead Global Quality Management of TIMKEN, Sanjay Koul the new Managing Director

Sanjay Koul assumes position of managing director and director of manufacturing opera-tions in India. In his new role, Koul is respon-sible for Timken India’s operational and financial performance as well as manufactur-ing operations in India. He reports to J. Ron Menning, senior vice president of Asia Pacific.

Koul joined Timken in India in 1990 as a production engineer at the company’s manufacturing facility in Jamshedpur, India. He subsequently held various leadership posi-tions including national sales manager for the company’s rail business, plant manager in Jamshedpur and general manager of Asia’s supply chain based in Wuxi, China. He most recently held the position as di-rector of manufacturing and supply chain for the company’s business in Asia operating from Shanghai, China.


Anupam achieved another milestone by supplying seven custom designed EOT cranes worth US$ 4.6 million to Ecovix, Brazil. These specially designed and cus-tomised cranes were delivered to Ecovix for their shipyard at Rio Grande, Brazil, in August 2012.

Out of these seven, two cranes of 150t (75/75)t + 75t capacity with 45.6m span are innovatively designed for 1800 rotat-ing/tilting operation of shipyard panel lines. These cranes have three hoists; the upper trolley has two hoists with lifting capacity of 75t each, suspended from both end of the girders. The lower trol-ley has one hoist of 75t capacity which tilts and rotates the panel lines at 1800. These cranes have two trolleys located

on two wide box girders – upper and lower.

This arrangement of the trolleys and hoists facilitates tilting a full section of panel lines in the air by means of the lower trolley passing beneath the upper trolley. By lowering the block of the lower trolley, the load can be transferred to the two hoists of the upper trol-ley. After the lower trolley has passed beneath the upper trolley and raised the load again on the other side, the manoeuvre of tilting the section through 180° is completed. All the electrical con-trols such as panels, PLC, resistors are housed inside the wide box girder.

Remaining five cranes are of various ca-pacity and packed with modern features;

two cranes of 26t (15t on magnet) - 45m span EOT cranes with Rotating Spreader Beam, two cranes of 21t (15t on magnet) - 30m span gantry cranes with Fixed Type Lifting Beam and one crane of 21t (15t on magnet) - 30m span EOT crane with Fixed Type Lifting Beam. All these cranes are mechanised with sophisti-cated PLC controlling system, anti sway technology, wireless transmission of control signals and permanent magnets for handling steel plates of 16m (l), 3.5m (w) and 38m (th).

The Anupam cranes are also packed with special electrical features such as PLC controlled through LAN, remote control-led special anti-collision system and position controlled motion to meet the

ANUPAM Delivers Specially Designed Cranes to Ecovix

First ever such crane manufactured in India by ANUPAM as per CMAA (Crane Manufacturers Association of America) standard

A 3D model of the specially designed ANUPAM EOT crane of 150t (75/75) t + 75t capacity crane delivered to Ecovix, Brazil. (Attached)

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stringent operational requirement set by customer. The main speed drives are of high efficiency and high performance vector/inverter drive. They are designed and constructed to provide quiet opera-tion and require little maintenance. All the drives are equipped with capabilities to protect the control circuitry.

Back-up protection for the drive system is provided by circuit breakers external to the drives. The Drives are made to sig-nal the PLC if any of the parameters have gone off-limit or if there is any failure of any function. The speeds of drives are step-less and variable from low to full speed.

Accelerations and decelerations are linear and have provisions for limitations of acceleration or deceleration to pre-set value even if any excessive fast control-ler action is being applied. Decelerations are accompanied electrically and re-gen-

eratively with the brakes being applied only when the motion has slowed down to essentially stopped condition.

These cranes are very special in its kind and manufactured for the first time as per the CMAA (crane Manufacturers’ Association of America) standard, in India by ANUPAM, says Mr. Tejas Parikh, General Manager-Contracts, Anupam Industries Ltd. Anupam is constantly en-gaged in evolving design innovation with pioneering spirit and this achievement is one such example of our commitment acknowledged by the customers.

We will continue with our endeavour to create and provide optimized crane solu-tions that can add value to our custom-er’s productivity and profit.

All these seven cranes were designed and developed with optimized features at the Anupam design centre. Anupam

cranes are now geared up to make the daunting task easy for Ecovix at their shipyard in Brazil.

Anupam Industries Limited – www.anupamgroup.com, is the fastest grow-ing “optimized lifting” company which provides international standard cranes such as EOT cranes, ladle/charging/forg-ing cranes, portal/goliath/gantry cranes, steel mill duty cranes, wharf/level luffing cranes, tower cranes, container handling cranes, bulk material handling equip-ment, wire rope hoists and double girder trolleys for various applications to meet the requirements of core sectors in India and abroad – Steel, Power, Heavy & General Engineering, Construction, Ports, Cement and Shipyard. Within a span of 39 years it has supplied and commissioned more than 5000 cranes up to 500T capacity, and the number is steadily growing.


Built on 33, 000 sq meter land, with an investment of Rs 34 Crores, the plant will support future growth in the region. New facility to result in doubling of pro-duction capacity in 3 years

Built on 33,000 sq meter land, Bosch Packaging Technology India’s new manufacturing plant at Verna, Goa was officially inaugurated at an event pre-sided over by Shri Manohar Parrikar, the Honourable Chief Minister of Goa and Shri Mahadev Naik, the Honourable Min-ister of Industries, Goa in the presence of Mr. V K Viswanathan, Managing Direc-tor of Bosch Ltd. and President, Bosch Group in India and Mr. Friedbert Klefenz, President, Bosch Packaging Technology, Germany.

Built with an investment of Rs. 34 Crores, the new plant will fulfil capacity expansion and meet the increasing de-mand of India’s fast growing packaging market as well as international markets. With the state-of-the-art technology, the new plant will aim at increased localization of new packaging machine production and make world class Ger-man technology affordable and available

to the Indian market. Equipped with latest testing infrastructure, the new facility has sophisticated test rooms and equipments which can be used to test packaging products and product parts. The new plant also has facility for internal and external training where cus-tomers can familiarize themselves with operation and maintenance of packaging machines.

Speaking on the development, Mr. V K Viswanathan said, “Bosch sees India and Middle east/ Africa Regions as a high potential market for Packaging Technol-ogy particularly in the Pharmaceuticals and Foods segments. This state-of-the-art manufacturing facility in Goa will meet the growing needs of the region through appropriate products and pack-aging solutions. The new facility will also generate good growth and employment opportunities for the people of Goa”.

Setting up of the plant is a significant milestone for Bosch Packaging Technol-ogy India that commenced its operations in Verna from a leased location in 2007.

From a modest turnover of Rs 2.5 Crores in the year 2000, the Bosch Packaging

Technology, a division of Bosch Limited, has grown with a 33.6 % CAGR and regis-tered sales of Rs 64.3 Crores in 2011 and is poised to reach the landmark figure of Rs 100 Crores in the next few years

Today, Bosch Packaging Technology in India designs, develops, manufactures and markets ‘form, fill and seal ma-chines’ for flexible pouch packing, flow wrap machines for pillow packed candy applications and liquid pharmaceuticals products. The subsidiary in India brings the global expertise to the Indian mar-ket. Till date, Bosch Packaging Technol-ogy India has sold over 1200 packaging machines to leading names in the food, confectionery and pharmaceutical indus-tries in India and international markets.

Bosch Packaging Technology India at present employs directly 130 associates; and with this new facility, it is expected to increase the number by 30 to about 160 within the next three years. Ad-ditionally, it provides many fold indirect employment opportunities.

The current production capacity of the plant is 200 machines per year which is expected to double in three years.

Commenting on the development at the inaugurating ceremony Mr. Friedbert Klefenz said: “This new facility will bring our new global offerings to India. It will also contribute greatly in pursuing our future plans and consolidating our leadership position in the Indian and international markets. Hence, this is not just a Bosch India milestone but a global one too”.

“We will strive to fulfil growing market needs with the best-in-the-industry solutions and strengthen our existing leadership position” said Mr. Ashok Gourish, Business Head, Bosch Packag-ing Technology, India.

Bosch Packaging Technology India inaugurates its new manufacturing facility in Goa

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RopeQ: Crane Wire Rope Inspection

Konecranes, the global leader in lifting industry, has developed RopeQ, a reli-able and practical system that evaluates the working condition of wire ropes us-ing advanced, Non-Destructive Testing (NDT) methods. RopeQ is a diagnostic tool that uses electromagnetic technol-ogy to assess the inner and outer wires and strands of a wire rope. This testing method achieves reliable, accurate, and repetitive inspection results that ensure safe use and improve total lifecycle cost.

Wire rope contains up to 400 individual wires. Throughout a wire rope’s working life, the wires are subject to bending and abrasion wear. If too many of these wires are broken, the safety of the rope cannot be guaranteed. Usually only the outer surface of a wire rope is checked

during a visual inspection. It is impossible to inspect the inner core using standard methods of inspection. For this reason many wire ropes are classified as safe even when they should be discarded because of heavy internal damage

Backed by more than 60 years of experi-ence and research in the design and maintenance of hoisting equipment, Konecranes has developed this unique technology called RopeQ. RopeQ applies an electromagnetic-inductive testing method to detect flaws that are not visible on the surface of wire ropes, producing an accurate assessment that can increase safety and reduce wire rope cost.

The RopeQ diagnostic tool fastens to wire rope assemblies and records a series of interior images along the entire length of the wire rope. The diagnostic survey produces data that pinpoints all areas and degrees of degradation. The

RopeQ & RailQSmart Maintenance Techniques From Konecranes

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Read this article online at http://www.ezinemart.com/ibm


precise results help to determine wheth-er continued use is safe or whether the rope needs to be changed.

RopeQ can improve the total lifecycle costs of equipment by optimizing wire rope change intervals in process duty and critical equipment.

Throughout the working life of a wire rope, the strands and core are subjected to tension, bending, and abrasion, which can compromise strength and safety. Routine maintenance often relies on pre-determined replacement intervals regardless of the actual condition of the wire ropes, meaning that safe and oper-able ropes might be replaced too often or too soon, resulting in unnecessary downtime and costs. RopeQ produces verifiable condition assessments that can be compared against discard criteria, reducing the possibility of changing wire ropes that are still compliant with lifting regulations.

Most importantly, RopeQ is able to detect faults that are not visible to the naked eye, thus improving the overall safety of the lifting equipment.

RopeQ is appropriate for a wide range of applications, including but not limited to: steel mills, paper mills, steel service cen-tres, foundries, waste-to-energy plants, pulp mills, chemical plants, power sta-tions, nuclear power plants, aerospace and general manufacturing.

RailQ: Crane Runway Rail Survey

RailQ is state of the art survey that provides 2D and 3D graphs on runway rails and identifies misalignments and other problems. It offers optimal recom-mendations for corrective options and cost-effective solutions.

State-Of-The-Art Runway Survey

Cranes should travel or track along their runway rails with a minimum of skew and without binding. Improper tracking leads to premature wheel and rail wear, resulting in costly repairs and down-time

as well as inefficient and sub-optimal crane operation.

There are many reasons why a crane does not travel correctly on the runway:

• rail may be misaligned or worn

• clips may be missing

• pads may be worn

• runway structure itself may be uneven, bent, or twisted due to column settle-ment due to overloads or impacts during

the service life

• Improper original installation.

These reasons are normally investigated by performing a traditional runway sur-vey; however, these surveys may result in days of costly down-time.

RailQ is an advanced laser survey tech-nique that utilizes a proprietary remotely controlled robot trolley, Roborail, which runs along the rail collecting and feeding information to a total station laser ta-


chymeter. The information is processed by our proprietary analysis and visuali-zation software producing interactive reports that help visualize the problem areas. Konecranes structural engineers also review the data and provide profes-sional recommendations and solutions.

Saves Time, Increases Safety, Improves Reliability

RailQ literally reduces the time it takes to perform a runway survey from days to hours, saving precious down-time. RailQ is performed by an automated robot, which increases accuracy and effective-ness.

The automated robot is also safer since there is no need for a person to walk the runway positioning targets. RailQ pro-duces accurate and repeatable data that

can be easily interpreted and visualized through our interactive tools.

Many times the tracking problems are not caused by the runway/rail but rather by the crane itself or perhaps a combina-tion of both. Along with any runway sur-vey, Konecranes recommends perform-ing a geometric survey of the crane.

Konecranes verifies the crane for “squareness,” meaning the end trucks must be parallel to each other and perpendicular to the bridge girder for the crane to track properly. In addition, the geometry of the girder and end trucks themselves are verified as is the alignment of the wheels within the end trucks.

The crane geometric survey utilizes similar techniques and tools as the RailQ

Runway Survey and boasts similar ben-efits and advantages. No matter what the survey results and recommendations are, Konecranes can provide the appro-priate solution including:

• structural repairs and up-grades

• mechanical repairs and replacement parts and components

• engineered comprehensive solutions that may include anti-skew control technology

• engineered prescription wheels that specifically address tracking/wheel wear issues

For further details write to [email protected] or phone: +91 20 400 47470

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Extremely compact and suited to be installed in sheets with a thickness of 4 to 8 mm, the light-weight bearings can absorb extremely high loads – depend-ing on the diameter up to 12.5 kN radially respectively 350 N axially. The pre-ten-sion of collar and locating lug compen-sates the clearance in two directions of motion.

For narrow spaces and rough environ-ments

Because the bearings are completely made of plastic they aren’t only especial-ly lightweight, but primarily corrosion-free, chemical-resistant and resistant against dirt and dust. The new series has been developed for machines and plant systems that have a minimum of avail-able space for bearing and installation.

This also applies to cases, where the

bearing position is accessible from one side only, as for example in closed machine housings or in façade engineer-ing. Here the cheap bearings, clippable in a single operation, are an optimal solution. The fact, that no additional axial securing is necessary, simplifies the installation.

You can do everything with “igubal” clips spherical bearings HD, no matter if rotational, linear or swivelling move-ments. With it regular maintenance and resulting downtimes can be avoided, the low weight ensures a clearly energy-ef-ficient run.

The calculable lifetime and most differ-ent calotte materials offer designers already as early as the design of their ap-plication enormous flexibility and safety. The new joint bearings are available from stock with shaft diameters of 10

Clips- and it is highly loadableRapidly mountable and pre-tensioned polymer spherical bearings for sheets from igus

The self-adjusting and maintenance-free plastic bearing elements from the “igubal” family are very easy to mount, they compensate angular deviations and they can replace metallic bearings one-to-one in many applications. These are the advantages also of the new “igubal” clips spherical bearings in HD (Heavy Duty) version.


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Simple but durable principle of design: Layplan of calotte and bearing housing when mounded.

and 20 mm, diameters 8 and 12 mm are in preparation.

igus® operations in India started in the year 1998 with head quarters in Bangalore. Today igus® (India) Pvt Ltd, 100% owned subsidiary of igus® GmbH, Germany has established it’s presence in the whole country with wide network of sales & service force with an aim to serve our customers where ever they be. Their world wide customer support team takes care of any service or support re-quirements for your machines exported to other countries.

They have undertaken many huge turn key projects in moving cable manage-ment system in industries like material handling, power plants, mining, steel, ports, defence, automation etc includ-ing prestigious projects of our nation in astrophysics and Chandrayan Moon mission.

Their widest range of products that includes, E-ChainSystems®/ Cable drag chains, High-flexible Chainflex® cables, iglidur® polymer bearings, igubal® spherical bearings, DryLin® linear

bearings & guide systems enable igus to serve the whole industrial establish-ments in our country from a small work shop to huge industrial establishments.

igus® Bearing range consists of basi-cally three main product lines namely, iglidur® Plain Bearings, DryLin® Linear Bearings and igubal® spherical bear-ings apart from other customised and special solutions. The common features that make these products endearing to Engineers and Designers all over are lubrication and corrosion free, low noise, low weight, etc. all these while ensuring the highest lifetimes at optimal costs.

All igus® bearings comes with a predict-able lifetime using our Expert Systems which considers real time test results conducted and collated over 8000 tests per year continuously.

Further, over the past years igus® India has established as a reliable and quality partner for many industries like Auto-motive, Packaging, Pharma, Material Handling, Automation etc. It is our com-mitment and belief that whatever moves can be improved with igus® Mainte-nance Free Polymer Bearing Solutions.

Igus Energy Chain Systems®/Cable car-riers are widely used by all industries as the 1st choice for their cable manage-ment solution. Their size range is so wide to cater all industry segments from

small machine builder to huge material handling equipment.

A whole aisle is dedicated to igus® Chainflex® cables, which are sold cost effectively by the metre in many varie-ties and combinations. All Chainflex® cables are uniquely developed for their flexibility and durability and are the only cables igus® will guarantee in its Energy Chains®.

A dedicated ReadyChain® assembly area, where energy chains are fully harnessed as complete systems for customers and configured with all requisite cables and connectors, means a system can be sup-plied; ready-made to customer specifi-cations, fully tested and with an igus® guarantee.

This initiative reduces cost and time for the customer and also reduces the number of suppliers the customer has to deal with. igus® employs a highly trained workforce of skilled electricians in this department to ensure the high-est standards. A workshop area is also designated to the installation team, who are qualified to install these complete systems on site.

igus® India through its pan India pres-ence and local stocks ensures response for service or product within a window of 24-48 hours. For further details visit www.igus.com

Simply clippable and still extremely robust, extremely high loads depending on the diam-eter up to 12.5 kN radially respectively 350 N axially.

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Krishna Profile Industries found a way to achieve both of these goals well when it purchased a new plasma cutting solution, which markedly improved the company’s economic and production efficiencies.

Since 1991, Krishna Profile has provided the Indian market with quality profile cutting services for mild and stainless steel. Materials are cut accord-ing to specifications set out by custom-ers from various industries, including engineering and welding.

Upgrading for Business Expansion

For almost two decades, operators at Krishna Profile utilized conventional gas cutting on jobs assigned to them. But as business grew, the company realized the need to improve its efficiency in order to keep up with all the orders. So although employees were accustomed to gas cut-

ting, Krishna Profile knew it had to adopt a better cutting technology in order to boost its productivity.

Ashok Agarwal, Chief Executive Of-ficer, shared, “Conventional gas cutting produced poor cut quality and rough cut edges, so secondary operations were necessary. Also, material wastage was high because the technology required a large machining margin. These factors, in addition to poor efficiency, led us to explore other viable alternatives.”

Through his interactions with a cus-tomer, Agarwal become acquainted with plasma cutting and introduced the tech-nology into Krishna Profile’s manufac-turing process. Although the operators did see some benefits of switching to plasma, the company was not fully satis-fied with the performance of that first set of plasma systems.

Significant Savings withPlasma Systems

In this day where business competition is rife, constant upgrading is crucial in order for companies to outshine rival firms. On the other hand, lowering operating costs also remains a key concern for business owners.

Krishna Profile Industries enjoy significant savings with Hypertherm Plasma Systems

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Krishna Profile then sought the expertise of Proarc Welding and Cutting Systems Pvt. Ltd., a specialist in cutting tables and cutting systems. Proarc recom-mended a different brand from Krishna Profile’s initial purchase. The new prod-uct was Hypertherm’s HSD130 plasma cutting power supply. This time, benefits were evident from the get-go. Krishna Profile was confident in the oxygen plas-ma system’s capability to increase the company’s productivity, and decisively purchased the new equipment.

Satisfaction All Round

Krishna Profile operators were quick to embrace the Hypertherm plasma system, which was designed with several easy-to-use features. Customers also took to the new cutting equipment because it was easier to communicate their cutting requirements. All that was needed was for them to provide auto CAD files to Krishna Profile.

“Switching to the new equipment was a smooth transition,” explained Agarwal. “We did not have to make any major change to our processes in order to integrate the new equipment, and our employees at the factory learned how to use the Hypertherm system quite easily. Clients are also very pleased with the workmanship of the HSD130 – some even specifically request for us to use the new system to complete their orders.”

Greater Savings, Increased Turnover

Employee and customer satisfaction was but one of the many benefits that Krishna Profile derived from switching to Hypertherm.

The company has been able to achieve substantial cost savings with the new Hypertherm equipment. The system is designed with LongLife technology, which significantly improves consumable life, so operators need not replace con-sumables as often as they had to in the past. Also, the company no longer has to purchase gases for cutting metals, unlike

when it used conventional gas cutting. In addition, the new system allows items of equal thicknesses from various jobs to be nested on the same plate, leading to lower material wastage and costs. Krishna Profile has been able to save on transportation and manpower as well. All in all, savings derived from these areas have led to a significant 50% reduc-tion in operating costs.

Things moved more quickly than ever at Krishna Profile, and inventory turnover almost doubled after the company adopted HSD130. With the Hypertherm equipment, productivity at the company has increased by over 100%. Jobs that used to take operators seven hours to complete are now easily performed in just two hours. This heightened effi-ciency has expanded Krishna Profile’s capacity, and the company has been able to receive a much higher volume of assignments.

In addition, Krishna Profile now easily produces high quality parts with the HSD130, which cuts cleanly without the need for time-consuming secondary op-erations. Improved product quality has allowed the company to gain entry into

new industries, including the automobile sector.

Positive benefits, coupled with good technical support from Proarc, have made the company’s experience with Hypertherm a pleasant one. Krishna Profile hopes to further improve its productivity, and plans to procure another Hypertherm plasma system, the HPR400XD. This is amongst the most versatile plasma equipment on the mar-ket, and will allow the company to cut thicker materials as well as fine-feature parts with superior quality and consist-ency. And with a second Hypertherm system, Krishna Profile will likely see a further enhancement of its productivity, together with decreased operating cost.

“Switching to Hypertherm has enhanced our production process and product quality,” remarked Agarwal. “And when we ran into problems, which was very seldom, Proarc was always prompt in assisting us. These two factors led us to look at purchasing yet another Hyper-therm system. We look forward to a continued partnership with Proarc, and to realizing even more benefits with Hypertherm products.” 2


However, various possible occurrences in the political and technological environ-ments as well as the value-chain struc-ture have a noticeable impact on Indian Aerospace. Until recently this industry in India has been dominated by Govern-ment owned R&D organizations and manufacturing units which primarily paid focus on domestic defense needs.

Indeed the private sector has played a major role in Indian Defense aviation through design, manufacture, engines, avionics and system equipment, but not a lot of work has been done for out-side India. Today the scenario has been changed. The total civil aviation infra-structure and facilities for Maintenance Repair and Overhaul (MRO) has been going through a rapid change.

Further the growth has been spurred by developments in both defense and civil aviation.

The Indian commercial aerospace market is expected to absorb 1100 com-mercial jets worth US$13 billion over the next 20 years, making India one of the most significant markets for the global aviation sector.

The Indian Aerospace and Defense Industry today is clearly an effective interplay of three key stakeholders- the Government, foreign OEMs and the Indian industry, each having an indispen-sable role to perform in their implemen-tation.

Riding on the back of low cost labour and high level science, India has recently

Indian Aerospace IndustryAll Set to Fly High

India is poised to witness an unprecedented growth in its Aerospace Industry, thanks to the rising passenger traffic and increasing military and defense expenditure. Perhaps no other industry has as much symbolic power as the aerospace industry. Today’s “world is flat” is largely dependant on the aircrafts and with its mobility it represents the central aspect of the global economy.

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emerged as a new player in the Aero-space industry. It has been forecast that India’s MRO segment will grow at 10%, reaching US$ 2.6 billion by 2020. Here, MSMEs engaged in the Indian Aerospace Industry stand to benefit with a regu-latory backing and ability to scale up quickly.

Role of MSMEs:

The Small and Medium Enterprises (SMEs) in the Aerospace Industry are witnessing exciting growth. MSMEs, typically come with advantages of being leaner, more agile, low set up cost, high level of skills and cost effectiveness. These players are now expanding into new areas of design and development capabilities.

The SME supply chain consists of three major players: global players, sub primes and system partners, and lower tier sup-pliers. Sub primes and lower tier suppli-

ers usually perform 60-75 percent of the work. MSMEs have a higher innovation capability in niche manufacturing, the ability to absorb technology and lower labour costs. The offset requirements have pushed the global OEMs to work in close co-ordination with SMEs. This makes MSMEs the catalyst in enabling a robust Aerospace and Defense Industry.

According to the ex-perts, India will con-tinue to be a major contributor for global aerospace industry. The rapid growth has also resulted in a spate of joint ven-tures and collabora-tions in all domains and new companies have entered the fray. MSMEs have become

the backbone making India a global out-sourcing hub for all sectors: engineering, design and manufacturing for global aerospace giants.

Growth Propellers:

Indian Aerospace Industry has allowed up to 100% domestic private sector


participation, although the foreign direct investment is still limited to 26% in the defense related segment. However po-litical influences like the recent invitation of interest by the Ministry of Defense for the development of Future Industry Combat Vehicles in India is seen as a wel-come step by the industry. Such projects are sure to boost the defense industry in R&D and in developing suppliers from SMEs.

However, several Government organiza-tions like Hindustan Aeronautics Limited (HAL), Defense Research Development Organization (DRDO), NAL, ISRO have paid much attention to R&D investment. Realising its need, the Government invited domestic and foreign players for participation with an offer of 80% funding. The Government is especially looking for joint production with global players in order to transfer technology and know-how into the country.

The availability of low cost engineers and scientists has attracted many global players to build up captive R&D units in India. For example, Mahindra and Mahi-ndra have collaborated with NAL for the joint production of aircrafts. Boeing has

collaborated with IISc, Bangalore and IIT, Kanpur for high end aircrafts design.Government agencies like DRDO and BHEL have started working on projects in the field of research of green fuels.

As of now, India imports almost all mate-rial for manufacturing. The development of new composites will enhance the strength of the aircraft by increasing fuel efficiency and lowering maintenance costs.

With emerging Aerospace and Defense industries in developing markets, the need to develop new Maintenance, Repair and Overhaul (MRO) facilities across the globe is now more compel-ling than ever. MRO often costs more than manufacturing and procurement. Global experiences suggest that MROs are critical for keeping operational costs in check.

All these facts have made India a favo-rable manufacturing hub infront of the global arena.

Challenges:

Aerospace manufacturing has tradition-ally not been able to mature as a strong-hold in India. However India’s value proposition as a manufacturing hub, the country is on the verge of progress.



However, complete Government sup-port is yet to be seen! Again, this sector is still in a nascent stage as far as critical parameters such as advanced technol-ogy and specialized skills are concerned.

This is more so in comparison with its global counterparts. India needs to

focus on building and sustaining a steady availability of high skilled and competent workforce as human resource is the backbone of defense sector.

A lacuna exists in India’s technical capability for catering to the demands of indigenous production in aerospace and defense sector. Indian manufacturing needs to upgrade capabilities in preci-sion engineering, and micro engineering to take a step ahead into the aerospace sector.

The current global economic slowdown, however a major concern for this indus-try. Slowing demand, company bank-ruptcies, reduced air travel predicted to continue for some time at least. But, if we see the other side of the coin, this downturn might prove to be a blessing for the Indian Industry especially when considering their plans and ambitions to have a global presence.

Development of manufacturing in aerospace takes considerable time and the current slowdown provides Indian companies the time window to initiate efforts so that they are ready to take advantage as the business cycle turns more positive.

This is therefore a good time for Indian companies with aspirations in aerospace to identify areas of interest based on their core competence, develop partner-ships with global players and establish a development programme to commercial production.

Way Ahead:

In capital intensive sectors like Aero-space and Defense, Government and Industry bodies play a crucial role in supporting the industry and encouraging the development. The Indian Govern-ment has embarked upon several areas such as licensing and SEZ policies to


develop and promote the aerospace sector. However, there needs to be greater clarity and rationalizing in some procedures.

Industry bodies have a crucial role in creation and sustainability of the envi-ronment conducive to industry growth. Here we can mention the role of Con-federation of Indian Industry (CII) which has been actively partnering with the Ministry of Defense, Armed Forces and DRDO in promoting industry participa-tion in Defense production.

CII Defense Division has been committed to working in the areas of steering policy formulation, defense market develop-ment / trade promotion and formulation of international joint ventures / technol-ogy transfers. CII has also been a pioneer in organizing interactive sessions with DRDO to broaden the role of private sec-

tor in Defense R&D.

Indian Government should rationalize taxes and provide incentives to compa-nies in the aerospace and defense sector to support and catalyze growth in the Indian industry. Therefore, ironing out

the minor challenges and depending on the critical success factors, the Indian Aerospace Industry can prove itself to have a foothold strong enough to be the leading Aerospace and Defense hub across the world.

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AMTEX 2012, the 8th Indiamart Asian Machine Tools Exhibition organized by Truine Exhibitors Pvt Ltd, hit the ground at Pragati Maidan in Delhi and proved to be a successful one as per expectations. It was inaugurated by Dr. M Veerappa Moily, Honorable Minister of Corporate Affairs, Govt. of India by 27th July and ran for four days till 30th July, 2012.

Mr.Satish Godbole, Business Head - Mo-tion Control Machine Tools, Siemens Ltd.; Mr.K. Raghunandan, Global Advisor - Murata Machinery HI Japan; Mr.Satish Ranade, Vice President - Electronica Ma-chine Tools Ltd.; Mr. Terrence Miranda, Managing Director - Haas Automation India Pvt Ltd were also present in the inauguration ceremony.

Much emphasis has been given on selecting the venue of this exhibition at Delhi as the capital and National Capital Region (NCR) is successful well enough

in attracting industries from nearby as well as far-flung states of the country and abroad. One can see industries from the neighbouring states like Haryana, Rajasthan and Uttar Pradesh along with industries from Karnataka, Tamil Nadu and also from China, Japan-all happy to explore different growing opportunities in these four days at Pragati Maidan.

AMTEX has grown exponentially through each of its eight editions so far, and has grown by 300% during this period reach-ing the superlative point. This year, 1600 exhibitors both domestic and interna-tional participated in the mega trade fair. Overall, the expo was exhibiting over 1400 stalls sprawled in Hall Nos. 8,10,11,12 12A at Pragati Maidan.

Indiamart 8th AMTEX-2012 witnessed representation from 16 countries including Germany, Italy, Switzerland, Chezkslovakia, U.S.A, Sweden, Belgium,

AMTEX 2012: Expectations FulfilledAMTEX is the inimitable exhibition in the Indian Machine Tools Industry and like the previous ones, AMTEX 2012 kicked off an unprecedented enthusiasm among the industry players, thereby creating an ideal plat-form for showcasing the potential of India to rise as a strong industrial hub.

Hiya Chakrabarti



Spain, Israel, Turkey, Japan, China, Ko-rea, Malaysia, Sri Lanka and Singapore. The expo also had exclusive Chinese, Tai-wanese and Korean Pavilions as principal attraction for visitors.

Exhibitors from different countries displayed a wide range of products such as Machine Tools & Accessories, SPMs, Material Handling Equipment & Industrial Automation, Hydraulics & Pneumatics/Pumps, Valves & Compres-sors, Motors/Gears/Power Transmission. Electrical, Electronics, Instrumentation & Controls, Testing& Calibrating Instru-ments, Welding Equipment/Lubricants/Adhesives, Industrial Packaging, Non Conventional source of energy, CAD, CAM. This year, it is believed that AMTEX has generated business enquiries worth Rs 850 crore. More than 40000 business visitors came to the expo which is more than the estimated numbers and almost 40% more than what was witnessed in

the 2010 edition.

“It will be a grand spectacle of the latest advances in Machine Tools and Manu-facturing solutions and will provide a su-perlative stage for interaction between Manufacturers, Suppliers and Users of the growing Indian Market”, opined Mr. Cyril Pereira, Managing Director of Triune Exhibitors which is the organizers of AMTEX Exhibitions.

The theme of AMTEX 2012 is to ‘Create Awareness about the Technological Advance-ments in the Machine Tool and Engineering segment in the Country Today’. This is an apt theme for the machine tools industry as the manufac-turers are exploring options for betterment to be sync with the growth of its end user, automobile industry.

In the exhibition, SIEMENS launched their latest CNC technology SINUMERIK 808D which has a simple and high performance CNC functions for work piece precision and in reducing machin-ing time. FARO announces release of the FARO Prime, the newest and the most accurate Faro Arm. Kistler launches its new servo press during the exhibition for measuring the four verticals in a


more accurate way.

Hindustan Hydraulics disclosed its plan in AMTEX 2012 to serve the Indian markets in a more efficient way.The company that was established 22 years ago is known for providing hydraulic machines that are precise and accurate in their op-erations. The machines of the company that were on display at the 8th AMTEX include GS-6 3100, hydraulic power pack, pneumatic sheet support system and AC 220 CNC X-R axis.

All these machines are performance oriented and offer versatility in their particular domains. The company also displayed its new enhanced machine- EHPe25 CNC press break at the four day exhibition held at Pragati Maidan, New Delhi. All the exhibited machines are for sheet metal fabrication.

AMTEX 2012 is a specialized trade fair featuring contemporary technological trends in metalworking and manufac-turing solutions. Steering its skills and

expertise in B2B world, AMTEX emerged as the cynosure in attracting world wide attention. It has become the largest machine tools show in South East Asia. Attended by entrusted exhibitors, from varied industrial sectors, AMTEX 2012 of-fered unlimited business opportunities. It proved a viable stage for interaction between manufacturers, suppliers and users of the global market.

Indeed, it ended up with stupendous success!

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“I think it was a good event to be in and present our intelligent measurement technology to customers. I would say that quality & quantity of visitors were encouraging for the exhibitors/industry, amid the slowdown in global economy. Wishing all the best to organisers for their future events.”

Ajeet ThakurCountry Manager, Creaform


Talk to the project manager who was in charge of your company’s last big project. Ask him, “Did you have a quality management plan for your project?”

Do not be surprised if he answers, “I did not have time to spend on quality”. Or if he says, “I was not required to have a quality management plan.”

Now imagine this situation. A contractor is building concrete pillars for a Metro Rail line. Fifty pillars are ready on time and everyone is happy. The client’s inspector comes to the site and tests the strength of the concrete. He finds that the concrete does not meet the stated quality requirements. Imagine what happens to this project when the inspec-tor says, “break down these pillars and rebuild to our stated quality standards.”

Is the client at fault for not testing sooner? I would like to submit that it is the contractor who is at fault. He should have had a quality plan and tested the

pillars during construction to ensure that all specifications were being met.

There is a lesson here for all of us. On any project we need to know in advance what is the acceptable quality, how it is to be measured, and then determine what we must do to make sure we meet the set requirements. Performing the quality management process well on a project avoids many issues that can arise later on in the project.

This is what I believe. The less the atten-tion a project manager pays to quality management of a project, the more will be the defects and rework that will be required. This rework means spending extra money and time and not being able to complete the project on time. On a project one should be pre-venting problems and not dealing with created problems.

These days, many project managers have PMP certification awarded by the re-

Project Managers Must Focus On QualityFor a project, quality is defined as the degree to which the project fulfills specified requirements, which are measured as the extent to which the product/service output of the project meets client’s expectations.

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nowned Project Management Institute, USA (PMI). They follow PMI’s PMBOK® Guide, Fourth Edition, when doing a project. We expect that by doing this they have a better chance of delivering good quality on a project and making it a success.

We will review what PMBOK® Guide, Fourth Edition, says about project man-agement and the processes required to create quality outputs.

Firstly, a Project is a temporary endeavor undertaken to create a unique, product, service, or result. So for each project we have to define, plan, execute and control everything in a way that is different from what has been done before. This is necessary because each project is differ-ent in many ways from any other project that has been done before.

According to PMBOK® Guide, Fourth Edition, project quality management is defined as follows:

Quality management includes creating and following policies and procedures to ensure that a project meets the defined needs it is intended to meet from the customer’s perspective. This can also mean the same thing as completing the project with no deviations from project requirements. Quality management includes the processes of Plan Quality, Perform Quality Assurance, and Perform Quality Control.

Advice by PMI to project managers about what they should do to ensure quality in projects is as follows:

1. The project manager should consider quality whenever there is a change to any component of the project con-straints (scope, cost and time).

2. Quality should be checked before an activity or work package is completed.

3. The project manager must spend time trying to improve quality.

4. The project manager must determine metrics to be used to measure quality before the project work begins.

5. The project manager must put in place a plan for continually improving proc-esses.

6. Some of the quality activities may be done with the help of the company’s quality control department.

PMBOK® Guide, Fourth Edition, identi-fies five process groups. These process groups, their boundaries and relation-ships within a project are shown in

Exhibit 1. It may be noted that Monitor-ing & Controlling Processes surround the other four processes. Planning and execution processes go hand in hand, since supplementary planning is required when changes are to be made in an on-going project. Unless supplementary planning is done, there may be mismatch in changed requirements and what the project produces. This leads to poor project quality.

Exhibit 1: Project boundaries and process inter-relationshipsSource: PMBOK® Guide, Fourth Edition

Exhibit 2: Interactions of five process groupsSource: PMBOK® Guide, Fourth Edition


Table I: Quality Management across all five project management groups

The five process groups interact and overlap each other. They are iterative in nature and might be revisited and revised throughout the project’s life several times as the project is refined. This iteration is necessary for ensuring required project quality.

Which quality management process is to be executed at which stage of a project is shown in Table 1.

We have talked about three quality initia-tives that a project manager has to deal with. These are:

1. Plan quality. Objective is to identify all relevant standards and requirements for the quality of the project. This is done during planning stage. Focus of this is two questions:

a. What is quality?

b. How will we ensure quality?

2. Perform quality assurance. This process determines, “Are we using the standards?” and “Can we improve the standards?” while the project work is being done. To answer these questions, the Perform Quality Assurance process uses data from quality control measure-ments. A group outside the project, such as a quality assurance department, usu-ally performs quality assurance for the

Table 2: Focused activities under each project quality initiative


project in order to remove any bias.

3. Perform quality control. This focuses on the question, “Are we meeting the standards?” Quality control occurs throughout the life of the project, since a project works to standard and plans throughout the life of the project. For example, during project planning, quality

control might measure how long it takes to plan the project or measure other areas of planning performance. However, much of quality control occurs during the monitoring & controlling process group.

More detailed descriptions of what to focus on under each of the above three initiatives is given in Table 2.

Finally, Exhibit 3 shows how quality man-agement fits into and is deployed across the project.

The author Sarvajit Singh is the Chief Ex-ecutive Officer of 10x Quality.org and he can be contacted at [email protected]

Exhibit 3: Quality deployment across the project


In other words, profit is the key factor that decides the organization to stay in or out of the business. To improve the profit we need to increase the sales turnover. To increase the sales, we need to be very competitive in our pricing. To be competitive in pricing, we need to control the cost of manufacturing. So, cost is the ultimate factor that keeps any organization in the business.

Hence, it is imperative to think, how to achieve the lowest best manufacturing cost. Following are some of the factors that can help in achieving the goal of lowering the product cost thereby sales price:

1. Reducing the internal rejection or scrap

2. Improving the first pass yields

3. Eliminate or reduce the rework

4. Optimize the manufacturing process flow

5. Optimize the inventory levels at all processes

6. Identify and eliminate the non value added activities.

7. Optimize or reduce the material move-ment

8. Adopting single piece flow

9. Better planning right from the raw material to dispatch.

Before concluding on the above actions we need to look if the process is capable of meeting the tolerances? This factor is of paramount importance. In some organizations, the credibility of specifica-tions is a serious problem. Typically, a manufacturing process is created after release of the product design; a few trials are run; and bulk production com-mences. In cases where quality problems arise during bulk production, often a de-tailed diagnosis reveals that the process is not capable of consistently meeting the design specifications. Costly delays to production then occur while the prob-lem is resolved by changing the proc-ess or changing the specification. The capability of the manufacturing process

Auto Inspection Data Feeding In the present competitive business world, price is one of the key factor that controls the sales turnover of the organization. Every organization has a goal to make profit to stay in the business.

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should be verified during the product development cycle before the product design is released for bulk production. Process capability is the “measured, inherent variation” of the product speci-fication turned out by a process.

The process must be maintained suffi-ciently to retain its inherent capability. In planning the quality aspects of manufac-turing, nothing is more important than advance assurance that the processes will be able to hold the tolerances. In recent decades there has emerged a concept of process capability which pro-vides a quantified prediction of process adequacy. This ability to predict quan-titatively has resulted in a widespread adoption of the concept as a major element of quality planning. A process performance study collects data from a process that is operating under typical conditions but includes normal changes in material batches, workers, tools, or process settings. This study spans a longer term than the process short term study. The measurement/ inspection are made on the product because it is the end result.

Inspection Planning:

Inspection planning is the activity of:

1. Designating the “ stations” at which inspection should take place and

2. Providing those stations with the means for knowing what to do plus the facilities for doing it.

The basic tool for choosing the location of the inspection stations is the process flow diagram of the respective product line or cell. The most usual locations are:

1. At receipt of the goods from suppliers, usually called “incoming inspection” or “supplier inspection”.

2. Following the setup of a production process to provide added assurance against producing a defective batch or product. In such cases this” setup approval” also becomes approval of the batch.

3. During the running of critical or costly process operations, usually called “proc-ess inspection”

4. During the running of the any proc-ess operations flow, called as “ online inspection”

5. “Outward inspection” when moving the parts to outside supplier process operation

6. “Receiving inspection” when received products from suppliers after intermit-tent process operations

7. Prior to delivery of goods from one processing department to another, usu-ally called “ lot approval” or “ toll gate inspection”

8. Prior to shipping completed products to storage or to customers, usually called “ finished goods inspection” or “ final inspection”

9. Before performing costly, irreversible operations, e.g., sintering the molded parts in sintering furnace in Indo-MIM manufacturing floor.

Inspection station is not necessarily a fixed zone where the work comes to the inspector. In some cases the inspector goes to the work by patrolling a large area and performing inspections at numerous locations. During this patrol-ling inspection, inspector needs to note down the measurement reading and results on to a paper format and go back to the computer terminal to feed the

noted results into the respective areas. Entry of data into computer terminals on production floor is now common. But it is not economical to provide the computer terminal for each and every inspection area especially on the manu-facturing floor.

Critical aspect of planning during manufacturing is to discover, by data collection and analysis, the relationship between process features or variables and product features or results. Such knowledge enables a planner to create process control features, including limits and regulating mechanisms on the vari-ables, in order to keep the process in a steady state and achieve the specified product results. Many organizations have not studied the relationships between process variables and product results. The consequences of this lack of knowledge can lower the yields and prof-its. Some product yields are shockingly low till we study the process variables in depth. New quality demands that arise over a period of time, can cause a sharp rise in scrap because not enough is known about the process variables to adapt promptly to the new demands.

Determining the optimal settings and tolerances for process variables some-times requires much data collection and analysis. To do this, we need a plan and have system in place to give the feedback to correct process by proper planning of inspection or tests.

Inspection and test typically include measurement of an output and com-parison to specified requirements to determine conformity. Inspection is performed for a wide variety of purpose, e.g., distinguish between good and bad product, determining if a process is changing, measuring process capability, rating product quality, securing product design information, sometimes rating the inspectors’ accuracy, and determin-ing the precision of measuring instru-ments. Each of these purposes has its special influence on the nature of the


inspection and on the manner of doing it. The distinction between inspection and test has become blurred.

Inspection: Typically performed un-der static conditions on items such as components, can vary from simple visual examination to a series of complex measurements. The main emphasis in inspection is to determine conformance to a standard specification.

Test: It is on the other hand, is per-formed under either static or dynamic conditions and is typically performed on more complex items such as subassem-blies or systems. Test results not only determine conformance but can also be input for other analyses such as evaluat-ing a new design, diagnosing problems, or making adjustments on products.

Indo-MIM noticed some disadvantages while using the present manual system of inspection data collection - these are listed below,

1. Delay in feedback to the manufactur-ing process.

2. Time consuming in manual record-ing of the measurement results during patrolling inspection.

3. Errors in manual entry of the data in specified formats.

4. Errors while feeding the data into computer terminal.

5. Inspector monotony.

The delay in providing the feedback allows the process keep producing de-fective products. Wrong feedback due to manual errors may allow the engineers in conclud-ing in-appropriate correc-tive actions. All these may result in huge process rejec-tions and end up with high scrap rate. If we can device a system that provides the feedback immediately on a process, a dramatic and quick improvement on product quality may occur, assuming that the process is responsive to regulatory action in a predictable cause and effect relationship in order to minimize process variation around a target value.

Hence, Indo-MIM came up with a strat-egy to make use of the latest technology developments in electronics and SPC software. The idea here was to auto-mate the data feeding process to the computer terminal directly from measur-ing gages to computer terminal.

Concept of auto data feeding system:

Avoid manual writing of the inspected readings on to a specified format and transfer them to a computer terminal directly from gage. We, at Indo-MIM, started using the wireless or wired electronic gadgets with our measuring Instruments or gages. These transmit the reading from measurement instru-ment with a click of the button directly to a receiver at the designated computer terminal. Then the data is stored into a data capturing SPC software.

There are many varieties of software that are now available for analyzing,

processing and presenting quality information collected on the produc-tion floor. The main advantages of such software are that they can summarize & analyze the information fed to it. The quality engineer can make use of this analyzed data results and draw conclu-sions to provide information about decision & feedback to the manufactur-ing processing cell to initiate corrective action accordingly. With above system the feedback on a process will be quick and should be on real time basis.

1. Wireless gadget: Wireless transmitter is connected to the gage or measur-ing instrument. A wireless receiver is connected to the computer that acts as terminal for storing the received data from electronic gadgets. This type of gadget is useful on patrolling or online inspection.


2. Wired gadget: The gage or measur-ing instrument is directly connected to the computer terminal with data cable. These wired types can be used at fixed inspection stations i.e., away from the manufacturing floor.

3. SPC Software: SPC software is a por-tal, allowing you to enter variable and attribute characteristics into a database and then retrieve and analyze that data from the database. You can enter data manually using key board or you can enter data automatically using electronic gages or specialized interface drivers. Once you store the data in the data-

base, you can retrieve and analyze the data real-time through control charts or other statistical analysis tools, which can be configured to update immediately, producing e-mails, alarms, and reports accordingly. In SPC software, you can create as many user-configurable projects as your system requires.

There can be several advantages for such an improvement. First, the quality feedback may provide tangible evidence that management is truly concerned with quality of the products. Secondly, the quality feedback may provide an

operator or floor supervisor with use-ful information that was not available before.

The other advantages:-

1. No manual errors

2. Real time feed back to the manufac-turing floor

3. Reduce process rejections

4. Reduce the time and manpower required for feeding the data into com-puter


percolate the philosophy throughout the organization is a must for the success of the company.

6.1 Resources

It is the responsibility of the manage-ment to ensure that employees are provided with adequate resources to carry out their job well.

Keeping this in mind, ISO/TS standard clearly includes resources as an agenda point during management review meetings. Quality of work,productivity will suffer in the absence of timely and adequate resources. Resources could be in providing tools, equipments, space etc. Not providing resources is like bind-ing ones legs and expecting to run a marathon.

6.2 Financial stability

This is one of biggest concern of custom-

One of tough challenge of business is un-derstanding customer needs and wants. Before doing anything, efforts should be made to capture whether what is being planned satisfies the targeted customer. Typically in new projects and business, we see that people start with infrastruc-ture, people and finally start searching for customer.

Success rate is higher if we start with asking fundamental question of who are our targeted customers, what are their needs and wants, what competencies we need to develop, tools required to meet those wants & needs and then ask what infrastructure is needed to meet-ing these.

6.0 Managerial ability (continued from previous article)

Commitment of the management to meet customer expectations and to

In the last three articles under the same heading, we dealt about SWOT analysis of sourcing from India and expectation from customer related to quality,technology&cost management. We will continue the topic further here on understanding customer expectations.

Understanding Expectations of Customer Part 4


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er for long term business. The questions in his mind would be like, would supplier sustain his business in long-term, is he diverting money elsewhere at the cost of business, and is there a chance of finan-cial crisis because of internal mismanage-ment?

How does customer measure financial stability of supplier? It is easy if the com-pany is a public limited or private limited. It is very difficult to assess financial stability of proprietary companies.

They may not share balance sheets and there could be doubts on figures itself. To build trust with customers, it is good practice by suppliers to share to customer the yearly improvement in financial indicators.

Typical SME Suppliers are hesitant to

share figures of profits of company thinking that customer use this infor-mation during negotiation. If any such concern exists, financial health of com-pany can be indirectly shown in show-ing investments made, future planned projects and few financial ratios.

Customer also has options to monitor financial stability of supplier using D&B reports, information from public forums, and unofficial information from rumors. Few customers does financial audit of the company using service of experts.

6.3 Business plan

For long term association with custom-ers it is important that Supplier does business plan keeping short term, me-dium and long term in mind.

There should be a mechanism for regular

review against the plan to identify gap for closure. In many SMEs, business plan covers only financial figures that too turnover figure. Customer expects much more.

He would like to know what com-pany plans in futurein terms of finance,manpower, equipment’s, compe-tencies, expansions, diversifications, sys-tems, new product developments etc. It is ideal to have a balanced score card.

Also business plan should care for objec-tives that will fulfill movement towards vision. Business plan is much beyond few numbers and company should have a process to develop involving key persons in the company.

There is also a tendency to make too op-timistic business plan with the argument

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Benchmarking practice is also the art of being transparent enough to admit that the current state of these entities in an organization is not better than the best available in the market and there is openness to learn, improve and imple-ment to match the best practices and even surpass them.

Objective:

The objective of benchmarking is to understand and evaluate the current position of a business or organization in relation to “best practice” and to iden-tify areas and means of performance improvement.

The Benchmarking Process

Benchmarking should not be considered a one-off exercise. To be effective, it should be an continual & integral part of an ongoing improvement process with the goal of improving the standard or the best practice itself.

Benchmarking involves looking outward

(outside a particular business, organi-zation, industry, region or country) to examine how others achieve their performance levels and to understand the processes they use. In this way benchmarking helps explain the drivers behind excellent performance. When the lessons learnt from a benchmarking exercise are applied appropriately, they facilitate improved performance in criti-cal functions within an organization or in key areas of the business environment.

Application of benchmarking involves four key steps:

(1) Evaluation the need of bench marking exercise by understanding the existing entity in details.

(2) Analyze the similar or equivalent entity of standard to which the existing entity is being compared

(3) Comparison of both standard and existing entity and gap analysis

(4) Actions to close the gap analysis.

Types of BenchmarkingBenchmarking is the process of identifying “best practices” in relation to any entity in an organization whether it is products, processes, resources or an organization as a whole, by which application of the best practices can enrich value addition to these entities thereby achieving business objectives in an organization.


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Types of BenchmarkingType Description Business areas Industry types

StrategicBenchmarking

Where businesses need to improve overall performance by evaluating the long-term strategies and general objectives of best practice. Areas such as identifying core competen-cies of a business organization.

This activity is also performed to understand drivers behind market share, brand value and brand proposition of an organization.

Management areas, product strate-gies, Corporate strategies.

Basically all indus-tries for manage-ment areas.

Automotive, FMCG, Software to name a few.

Performance or Competitive Benchmarking

Where Businesses consider their position in relation to per-formance characteristics of key products and services.

Benchmarking partners are drawn from the same sector. This type of analysis is often undertaken through agencies and trade expert associations to protect confidentiality.

This type of benchmarking can take up significant time and resource to ensure the comparability of data and informa-tion, the credibility of the findings and the development of sound recommendations.

Assessing relative level of performance in key areas or ac-tivities in comparison with others in the same sector

Areas such as developing new products & services to technical standards/regulations of an industry, Improving or redefining the techni-cal standards/ regulations patents.

Automotive, Tel-ecom and aero-space industries for technical regulations

Process Benchmarking

Focuses on improving specific critical processes and opera-tions.

Benchmarking partners are sought from best practice organizations that perform similar work or deliver similar services.

Process benchmarking involves creating process mapping exercise to facilitate comparison and analysis. This type of benchmarking often results in short term benefits.

Achieving improvements in key processes to obtain quick benefits

Automotive, Telecom, health-care, hospitality.

Functional Benchmarking

Businesses look to benchmark with partners drawn from different business sectors or areas of activity to find ways of improving similar functions or work processes.

All functional areas of an organization.

This can be used also for restructuring activity of particular functional area.

Utilized by HR groups

All Industry sectors

Internal Benchmarking

Involves benchmarking businesses or operations from within the same organization (e.g. business units in differ-ent plants, regions or countries).

Involves bench marking process to compare different proc-ess at various suppliers.

The main advantages of internal benchmarking are that access to sensitive data and information is easier; stand-ardized data is often readily available; and, usually less time and resources are needed.

There may be fewer barriers to imple-mentation as practices may be rela-tively easy to transfer across the same organization. However, real innova-tion may be lacking and best in class performance is more likely to be found through external benchmarking.

Cost reduction areas in Purchasing, SDLH comparison in operations, value engineering

All Industry sectors

The author Jayakrishna Woddi is cur-rently working with a Tier 1 manufac-turer of Axles and brakes for com-mercial vehicle systems as Program

Manager in Purchasing for direct material optimization, responsible for Europe. He is having 10 years of industry experience in product devel-

opment, global sourcing and program management in Automotive and electronics industry.


Indian Logistics Industry is presently es-timated at US$ 90 billion. It is forecasted to grow at a Compound Annual Growth Rate (CAGR) of approximately 8% over the five years to come and a double digit growth in the next 10 years. The demand for high-tech, ultra-modern warehousing facilities and end-to-end logistics solu-tions has been on a rise. With soaring investments and shifting focus towards specialised services, the industry is defi-nitely witnessing a lucrative time.

Utilising this opportunity, Manch Com-munications Pvt Ltd joined forces with leading events organiser of the world, Reed Exhibitions to form – Reed Manch Exhibitions (P) Ltd. Reed Manch has a portfolio of B2B trade shows dedicated to the warehousing, cold chain, trans-port & logistics and materials handling industries.

India Warehousing & Logistics Show 2012, an International Exhibition and Conference on warehousing, materials handling and logistics industry is sched-uled for 7-9 December 2012 at Auto Clus-ter Exhibition Centre, Chinchwad, Pune. “Pune is a strategic hub for automobile, automotive, electronics, chemical and pharma industries and its proximity to Mumbai, one of India’s major commer-cial hubs makes it a perfect destination to organise such an event” says Anuj Mathur, Managing Director, Reed Manch Exhibitions Pvt. Ltd.

Concurrently organised India Warehous-ing Conference is scheduled for 7 and 8 December 2012 at Auto Cluster, Pune which will give industry professionals an opportunity to discuss about recent developments and challenges pertaining to sector’s growth.

Driving Logistics RevolutionIndian Logistics market, in last decade has seen emergence of technology driven and custom made ware-housing & logistics solutions. The advancements in the sector has resulted in growth of the economy whereas warehousing, logistics and supply chain sectors are slated to further witness a surge in growth in the years to come.

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“The exhibition will be showcasing over 250 brands and will be largely visited by several

end-users including pharma, food, glass, paper, electronics, engineering, steel,

minerals and textiles. Warehousing, freight forwarding, 3PL, logistics & sup-ply chain experts will be representing the logistics industry. IWLS with its holistic approach shall bring buyers and sellers

at one platform - making it a not to be missed event” concluded Mathur.

Visit www.IndiaWLshow.com for more information on event.


“Memory is a way of holding on to the things you love, the things you are, and the things you never want to lose.”

Sometime the new things makes us learn those things which we never expected, same things comes in our life when we went for international conference on additive manufacturing technologies. In today’s world how RAPID PROTOTYING is working in manufacturing, designing the product. Prototyping is an important stage in any product development proc-ess and the prototype can be defined as “an approximation of a product (or sys-tem) or its components in some form for a definite purpose in its implementation”

In today’s competitive world the evolu-tion of rapid prototyping (additive manu-

facturing) technology has changed the face of direct, digital technologies for the rapid production of models, proto-types, patterns, fit and functional parts. Since its evolution additive manufactur-ing technology has changed design, engineering and manufacturing proc-ess within the aerospace, automotive, electrical and electronics, medicalde-vices and consumer products industries. Because of its wide applications additive manufacturing technology has become a powerful and revolutionary field of manufacturing.

Manufacturers looking to shorten sup-ply chains eliminate shipping costs and reduce lead times can benefit from addi-tive technologies. An event that brings buyers, sellers and end-users of design,

Additive Manufacturing 2012Taking Rapid Prototyping and Manufacturing Technology to the next level

An International Conference on ‘Rapid Prototyping & Manufacturing Technology’ (Additive Manufacturing Technology –AM 2012) was organized jointly by RAPITECH Solutions Inc., CMRD Egypt. The event was sup-ported by central Manufacturing Technology Institute (CMTI), Bangalore Chamber of Industries and Com-merce (BCIC) and endorsed by national and international Rapid Prototyping and Manufacturing (Additive Manufacturing) organizations, held during 27-28th August 2012 at NIMHANS Convention Centre, Bangalore.

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tooling and direct manufacturing technologies together in an educational environment.

The International Conference on Additive Manufacturing & 3D Printing focuses on research and application of additive manufacturing for the production of end use components, in-cluding process, materials, design and software development together with supply chain and management issues. The event features a strong line-up of invited academic and industrial speakers from around the world.

In Rapid Prototyping (RP) virtual designs are “taken” from computer aided design (CAD) or animation modeling software and transformed into thin, virtual, horizontal cross-sections. Each cross-section is created in physical space, one after the next until the model is finished, so it is a WYSIWYG (What You See Is What You Get) process where the virtual model and the physical model correspond almost identically.

An important difference between this and conventional machining is that the prototype is obtained by layer to layer addition, as opposed to removing material from a “block”. As we observed the different technologies various companies are using to produce and develop the product is different from others some are designing the product on the demand of oth-er company, some are in testing division where the products are tested and certified for the further use, various companies are designing their own product.

There are three main Rapid Prototyping systems, depending on initial the form of materials involved:

• Liquid-based RP systems – the initial form of material is in liq-uid state and, by a curing process, the liquid is converted into solid state; the system includes: 3D Systems’ Stereolithogra-phy (SLA), Light Sculpting, Rapid Freeze and Two Laser Beams;

• Solid-based RP systems – the initial form of material is in solid state, except for powders (wire, roll, laminates, pellets); this system includes: Stratasys ‘Fused Deposition Modeling


(FDM), 3D Systems’, Multi-Jet Modeling System (MJM) and Pares lamination Technology (PLT);

• Powder-based RP systems – the initial form of material is powder; the system includes: 3D Systems’ Selective Laser Sintering (SLA), Precision Optical Manufacturing’s Direct Metal Deposition (DMD) and Z Corporation’s Three Dimen-sional Printing (3DP).

It is based on three-dimensional printing, which involves shooting droplets of binder on a powder layer to selectively bind powder together for each layer. Therefore, relatively quick and not too expensive models can be obtained for checking the product design process or for testing products’ characteristics, by prototype testing. Usually, the mod-el’s surface finish is not very good but, after impregnation, several machining procedures can be applied to improve the surface or, even to obtain surface configuration, such as threads, that could not be safely obtained by Rapid Prototyping.

Rapid Prototyping to Direct Digital Man-ufacturing deals with various aspects of joining materials to form parts. Additive Manufacturing (AM) is an automated technique for direct conversion of 3D CAD data into physical objects using a va-riety of approaches. Manufacturers have

been using these technologies in order to reduce development cycle times and get their products to the market quicker, more cost effectively, and with added value due to the incorporation of cus-tomizable features.

Realizing the potential of AM applica-tions, a large number of processes have been developed allowing the use of various materials ranging from plastics to metals for product development. Discussing the wide variety of new and emerging applications like micro-scale AM, medical applications, direct write electronics and Direct Digital Manufac-turing of end-use components. Intro-ducing systematic solutions for process

selection and design for AM.

Rapid manufacturing is a new method of manufacturing, with many of its proc-esses still unproven. 3D printing is now entering the field of rapid manufactur-ing and it is believed by many experts that this is a “next level” technology. Some of the most promising processes are adaptations of well -established rapid prototyping methods such as laser sintering (LS). However, due to the im-maturity of 3D printing, these techniques are still very much in their infancy, and many obstacles still need to be over-come before RM can be considered as a realistic manufacturing choice.

Advances in RP technology have brought about the ability to use materials that are appropriate for final manufacture. These advances in material use have brought about the prospects of directly manufacturing finished components. The advantages of 3D printing in rapid manufacturing lie in the relatively inex-pensive production of small numbers of parts.

Some companies offer an on-line 3D printing service open both to consumers and to industry. People upload their own 3D designs to a 3D printing service com-pany website, designs are printed via industrial 3D printers and then shipped to the customer.


that employees will be lenient if low figures are given. This is a wrong think-ing. Business plan should be realistic and targets to be fixed in SMART(specific, measurable,achievable,relevant and time-bound) way.

In my experience, good business plan is one which deviates within +- 5%. Achiev-ing much higher than business plan seems good but in reality many times pessimistic plan is done without con-sidering many factors. Before finalizing business plan, risks and opportunities to reach figures to be considered.

6.4 Risk management

Concern of customer is whether supplier is aware of risk and process to manage risks. When I was dealing with exports, I saw many companies showed interest

to get into export. I noticed that it was more as an option to tide over domestic issues and not as a strategy.

Export is no doubt good .If not in finan-cial term, export will enhance brand of company, helps to increase many competencies, different mindset, ability to meet challenges etc. Simply jumping to export without analyzing risks and measures to manage could be danger-ous. I know few companies who got into serious problem in export when their consignment got rejected overseas.

Analysis revealed that they had not thought of such situations. Our focus is more in crisis management. If risks are not managed well it will end up as crisis.

The customer does not want to end up in crisis and that is the reason he expects

the supplier to be conscious of risk man-agement. FMEA ( failure mode effects analysis) is a technique used typically in design and process. It analysis risks that may come up by potential failure of de-sign and process. Same concept may be used by management as well in projects and business. By proper risk manage-ments, issues are resolved before actu-ally appears.

I will continue this article with addition-alpoints on expectations of customer in the next issue. Please send your inputs,remarks,suggestions to P.S.Satish,Mentor and consultant, M/s Saraswati In-dustrial Services, Q-103,Mantri Paradise Apartments,Bannerghatta Road, Bangalore-560076. Email : [email protected] . Wishing good day to you all.

Continued from page 47


Additionally, despite shop floor tempera-ture variations of more than 21 oC (43 °F), measuring performance has been unaffected due to Equator’s unique comparator method which uses master parts calibrated on Kishan’s co-ordinate measuring machine (CMM).

Versatile gauging on the shop floor

Kishan Auto is now using Equator to gauge multiple variants of connecting rods, and is adding more every day. Typi-cal gauging times of 55 seconds per con-necting rod are a significant reduction over previous methods. The operators can use one Equator machine for many different parts, gauging all the features in a single operation with an immediate

pass/fail decision, along with a report of the component dimensions.

Despite its location in Rajkot, Gujarat, where temperatures soar to 40 °C (104 °F) and drop to 19 °C (66 °F), Kishan is seeing repeatable results from its Equa-tor system. This is achieved by re-master-ing at least every 3 hours, or when they know the temperature has changed significantly - ‘re-zeroing’ the system removes the effect of thermal growth from the measurements, and therefore guarantees component quality.

The master part must be kept close to the machine and subject to the same thermal conditions as the production parts. If at any time the ambient tem-

“Gauging time and costs cut by 80% and accuracy maintained despite a 21°C range”

Kishan Auto parts Pvt. Ltd., Rajkot (Gujarat, India) is a world leader in the manufacture of connecting rods for major names in the car, compressor, heavy commercial vehicle, tractor, marine engine and earth mover manufacturing industries. Kishan recently purchased a Renishaw Equator flexible gauging comparator, and have seen an immediate reduction in cost and gauging cycle times of more than 80%.

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perature changes rapidly and a part goes out of tolerance, an operator can measure the master part to re-set the system and check the reported ‘fail’ is not due to the environment.

Traceability and extra capacity

The master parts are ‘calibrated’ on Kishan’s CMM, which gives them the traceable accuracy they rely on to guarantee quality. However, the high thermal variation means that the CMM has to be used within the com-pany’s temperature-controlled room. Equator gives Kishan the opportunity to extend the certified accuracy to the shop floor whatever the condi-tions. For this particular requirement, Equator has removed the need to purchase an additional CMM with scanning capability, as Mr Shantibhai


Changela, Managing Director at Kishan Auto, comments: “Essentially Equator and the CMM complement each other perfectly, one providing the traceable certified accuracy, the other providing the thermal capability and extra capac-ity.”

Before Equator

For many years Kishan Auto has been using air gauges for checking diameter, circularity and ‘bend and twist’. For each of 360 variants of connecting rod they have used 3 or 4 different gauges. On larger connecting rods for heavy use applications, this can be at a 100% sample rate.

In Kishan’s experience these hard gauges usually last up to 10,000 uses, and then have to be reworked. For each different connecting rod, 3 of the 4 gauges cost Rs 6,000 (approx US $120), while the display costs Rs 30,000 (ap-

prox US$ 600). However with the 4th gauge, measuring ‘bend and twist’, the cost goes up to around Rs 300,000 (ap-prox US $6,000) – this includes a golden part which can be easily damaged and often has to be replaced.

In addition the whole process can take 120 seconds for each air gauge, so for each part tested the whole process can take more than 8 minutes. With increased demand for their products Kis-han needed a faster method of gauging.

The search for a fast inspection system

During September 2011 managers from Kishan Auto were in Germany for busi-ness meetings and to visit the EMO Hannover exhibition. Having searched without success for more than 2 years for an inspection system that could achieve the speed of operation they required, they did not have high hopes of finding a solution.

It was only as they were on the point of leaving the show that they spotted one of the Equator system demonstrations on the Renishaw stand which was gaug-ing a connecting rod - it was a chance encounter that ultimately solved their problems.

They requested a demonstration within a few days of returning to India, and hav-ing seen an Equator gauging their own parts, immediately decided to purchase a system.

Cutting the cost of gauging

Time and ability to cope with tempera-ture are not the only issues for Kishan Auto; more important is the cost of gauging. They have identified 77 variants of connecting rods which the Equator system can accommodate, and op-erators use the system to measure 500 units per day in a 10 hour shift.

If Kishan Auto were to invest in hard gauging for all 77 variants, it would mean an investment of Rs 23 millions (approx US $450,000), just for the hardware alone. There are also other costs to

consider, such as skilled labour to set up and maintain these gauges, storage, and running costs.

Kishan goes from strength to strength

The company was started by Mr. Changela in 1988. Kishan started by manufacturing 2,000 connecting rods per month and today they manufacture up to 50,000 per month with 360 vari-ants.

The customer list reads like a who’s who in the world of cars, compressors, heavy commercial vehicles, tractors, marine en-gines and earth movers. Kishan exports 90% of its production to leading indus-trial and developed nations including the USA, UK, Germany, Singapore, Italy, China, Poland, Brazil, and the Nether-lands.

The company has a reputation for high quality within required tolerances, but also at a competitive price. It specialises in manufacturing connecting rods from raw material to finished product within their own forging plants, with a lead time of 60 - 90 days.

Quality is Kishan Auto’s mantra

For Kishan, quality is the result of the right work ethic and processes for both management and operators, plus hav-ing the right equipment to achieve the required aims.

The introduction of the Renishaw Equa-tor gauging system has significantly enhanced quality, such that the com-pany is now in a position to operate 100% inspection of components, quickly and easily, and are happy to guarantee 100% quality assurance on all parts.

As Mr Changela comments “Quality is critical to us, we constantly strive to achieve 100% quality, at the same time as improving efficiency and passing those savings on to the customer. Equator has taken us to another level.”

For further information on Equator visit-www.renishaw.com/gauging

Mr ChangelaManaging DirectorKishan Auto Parts Pvt Ltd


sSturdy, dependable and modular…the ideal solution for medium and large entrances

Fast moving functional and reliable doors are what is needed in industrial and commercial contexts. Traffic high-speed fold-up doors, are versatile and solid ensuring long-lasting reliability. The modular structure of the curtains, assembled and joined by anodized alu-minum extrusions, provides for a wide range of polyester sections available in a variety of colours.

sWide, full-width window panels ensure a safer traffic and allow more light in.

Their fast and easy replacement, in case of accidental tearing, will save money and time. The alternating metal tubular structure there inserted ensure Traffic high wind-resistance. Traffic doors are

the ideal solution for external entrances and effectively operate in any situation, even when strong winds are blowing, in rooms with high volume traffic. Sturdy and dependable, traffic is the intelligent door for medium and large entrances.

sFunctional and cost-effective, Versatile with modular panels.

Traffic is composed of a flexible cur-tain with modular sections inserted in rugged, metal tubular structures. Curtain modularity allows for various arrangements either to suit different applications, or replace possible tearing or damage due to accidental crashes. Traffic shows great versatility in that it can be realized by joining flexible, blind sections with one or more wide trans-parent PVC ones. Curtains are available in their standard versions as well as in

their standard versions as well as in their strengthened one, according to different wind-resistance requirements.

sEasy and quick installation

The crosspiece mounted over the sturdy uprights, makes the installation of the door easier. All transmission mecha-nisms are housed and shielded there. Quick polarized wiring ensures quick and accurate electric connections.

sHigh safety and reliability

Traffic sturdy, integrated structure can withstand extremely heavy workloads.

Its infra-red photocells, located on the uprights, ensure high safety standards.

On the safety edge a self-controlled pho-tocell device or a pressure-switch, elec-tro pneumatic system can be installed to activate the immediate reverse of the curtain movement in case of contact with an obstacle. It is provided in alumi-num extrusion with a rubber ledge and this is the standard version also suitable for all other DITEC doors.

The Modular counterweight balancing system with strong traction belts ena-bles the motor to work with minimum working stress. Moreover, the coun-terweights ensure the curtain safety holdback. The Emergency lock release, available on both sides of the door, provides for semi-automatic re-opening of the curtain by releasing the counter-weight system.

For more information please contact: Gandhi Automations Pvt Ltd, 2nd Floor, Chawda Commercial Centre, Link Road, Malad (w), Mumbai – 400064 Tel-022/66720200/300(200 lines) email- [email protected] Website – www.geapl.co.in

India’s No.1 Entrance Automations and Loading Bay Equipment Company -Gandhi Automations offers Traffic – High Speed Fold-Up Door with Modular Sections

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TULEX an ISO 9001:2000 Orion USA Certified Company is one of the leading manufacturer and exporters of Heavy Duty Industrial & Impact Hand Tools & Accessories.

Tulex Tool Kits are known for their best

quality and durability. The Tool Kit are manufactured under stringent quality control and each tool kit can match the best of its kind from anywhere in the world. Each tool in a tool kit is manufac-tured keeping the saftey factor in mind.

The Tool Kits not enables the opera-tor to perform any types of repair and maintenance jobs, but helps to complete the job quickly.

Tulex Tool Kits can be supplied as per customer specifications and needs for their requirement.

Note: we have Toolkits available for au-tomotive service/ garage & maintenance

Purposes.

Tool Kit Content list will be available on request.

Ms. Reshma Kamath Mobile No. 9167480753 Tulex Industrial Tools Pvt Ltd (Where Quality Counts & Workman-ship Lives) (An ISO 9001-2000 Certified Company) Address: Citi Mall, Plot No-p4, 1st. Floor, Office No : 106-B, MIDC, Near K.v. Pendharkar College, Dombivili (East), Thane District. Maharashtra, India Pin: 421201 Phone: 0251-2436207 Telefax: 0251- 2436208 Email: [email protected]/[email protected] Website: www.tulextools.com

Metal Power Coated Empty Tool Box (for Storage of Industrial Tools) from Tulex


Documents

MART SEPTEMBER 2012