SCALING DIGITAL MANUFACTURING Becoming the preferred ...
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SCALING DIGITAL MANUFACTURING Also available in China, Taiwan, Singapore, Malaysia, Thailand & Hong Kong EFFICIENT MANUFACTURING www.industr.com/en VOL 12 | JUNE 2021 | ` 100 Becoming the preferred location for global manufacturing EM - Interview Anil G Verma, President & Executive Director, Godrej & Boyce Mfg Co (p. 20) Aerospace manufacturing P. 26 Renewable energy P. 38 The manufacturing workforce of tomorrow P. 22
Transcript of SCALING DIGITAL MANUFACTURING Becoming the preferred ...
SCALING DIGITAL MANUFACTURING
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EFFICIENT MANUFACTURING
www.industr.com/en
VOL 12 | JUNE 2021 | ` 100
Becoming the preferred location for global manufacturing
EM - Interview
Anil G Verma,President & Executive Director, Godrej & Boyce Mfg Co (p. 20)
Aerospace manufacturing P. 26
Renewable energy P. 38
The manufacturing workforce of tomorrow P. 22
Projekt4 28.03.18 13:56 Seite 1
The pandemic has changed the way we used to work, operate, delegate & communicate. It has indicated that the existing methods of productivity & efficiency don’t necessarily translate into robust manufacturing during such crisis times. Even JIT (just-in-time), which has been considered as a highly efficient method in the best of times, proved highly susceptible to disruption. There is a new wave that has emerged in response to COVID-related restrictions - resilient manufacturing.
Resilient manufacturing is basically a business model built on financial and operational flexibility, in addition to efficiency. Moreover, digital transformation is a critical component of resilient manufacturing; that’s why some of the manufacturing and tech companies felt a lesser supply chain drag during the pandemic. In fact, many have grown significantly faster due to their heavy reliance on digitisation, for example, Tesla, which has always been entirely digital, recently reported a huge growth.
Resilient manufacturing is far more essential in the current situation, and building it will provide manufacturing facilities with significant flexibility even beyond the pandemic. To streamline the disrupted manufacturing operations, things need to combine and work together in a highly efficient manner. Companies have to cut out the fat by optimising every system for efficiency. That requires a digital thread running through the entire operation, with end-to-end operational visibility across the whole supply chain. Going forward, everyone needs to answer the questions which this pandemic has surfaced, about near- to medium-term manufacturing and supply chain resilience, with the help of appropriate advanced technologies including digitalisation and possible collaborations.
We at EM will continue providing you the right information that will help you build a manufacturing and supply chain system which would be more robust than ever. Happy reading!
Shekhar JitkarPublisher & Chief [email protected]
Being resilient!!!
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D Raghavendra RaoCEO, Kaizen Hansei LLP
Dr N RavichandranFormer Executive Director,Lucas-TVSChief Mentor,UCAL Fuel Systems
Dr Ravi M DamodaranChief Technology Officer, Greaves Cotton
Dr P N RaoProfessor of Manufacturing Technology, Department of Technology, University of Northern Iowa, USA
Ramesh T KMD & CEO, Micromatic Machine Tools
Dr K Subramanian President, STIMS Institute, USA Training Advisor, IMTMA
Vineet SethManaging Director,Mastercam India
Sonali KulkarniPresident & CEO,Fanuc India
Dr Wilfried AulburManaging Partner,Roland Berger Pvt Ltd
Satish GodboleVice President, Motion Control Div,Siemens Ltd
EM | J u n 2021
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DIGITAL MANUFACTURINGDigital manufacturing in the automotive industry
CONTENTSMARKET 08 NEWS
10 “It is observed that end-consumers now prefer glass over plastic”Interview with Rajesh Khosla, President & CEO, AGI Glaspac
START-UP
11 “Making India energy sufficient by battery lifecycle solutions”Interview with Utkarsh Singh, Co-founder & CEO, BatX Energies
VIEWPOINT
22 The manufacturing workforce of tomorrowThe Viewpoint finds out what the manufacturing workforce will be like in the post-COVID world and the skills that will make a difference in the industry
WORLD AFFAIRS
12 AI and India: Why AI product development is an uncharted territoryThe opinion piece suggests steps to make India an AI product manufacturer
COVER STORY
14 Scaling digital manufacturing: Becoming the preferred location for global manufacturing The Cover Story divulges into how digitalisation is the saving grace for companies and the country
MANAGEMENT INTERVIEW
20 “Our leaders are charged with building a positive mindset among the teams”Anil G Verma, President & Executive Director, Godrej & Boyce Mfg Co
FOCUS AEROSPACE MANUFACTURING
26 Aerospace manufacturing: Additive creating value beyond part printingThe article focuses on Additive Manufacturing in the aerospace sector & its biggest challenges over the years
14COVER STORYScaling digital manufacturing: Becoming the preferred location for global manufacturing
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5EM | J u n 2021
RENEWABLE ENERGYReplacing exhaustible with endless: Transitioning India’s renewable stature
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EM – the leading industrial magazine in India, on Efficient Manufacturing, that offers a three-dimensional perspective on technology, market and management aspects of manufacturing
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38 Replacing exhaustible with endless: Transitioning India’s renewable statureThe article explains India’s development and technology trends in its renewable energy portfolio
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6 EM | J u n 2021
GUEST ED I TOR IA L
The manufacturing industry in India has followed traditional practices of mass production for many years, but with changing times, smarter systems are becoming a necessity. The smart factory analyses data and automatically sends out directions to control settings for an optimised operating environment. Whenever the sensors detect abnormal signals, operators can zoom in on inspecting its whereabouts. If there is a case where external support is needed, the smart factory takes into account the skills of the workers on site and evaluates what is needed.
“The factory of the future will have two employees: a human and a dog. The task of the human will be to feed the dog. The dog will have the task to dissuade the human to touch the automated systems,” said Warren G Bennis in 2016. This quote describes the expectations, perception and faith in the implementation of Industry 4.0. The introduction of automation, robotics, Artificial Intelligence (AI), Internet of Things (IoT) & Big Data is looking to change the way manufacturers traditionally produce and manage the industry.
Now more than ever, advanced technologies in smart factories are playing a central role in making the industries
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more efficient and sustainable. In fact, most manufacturers believe that they are leading their markets in Industry 4.0 technologies. It is evident that AI and related technologies will bring about a net gain in employment, though jobs will be both created and lost in the process. Therefore, organisations must prepare for the shift in roles that AI might create. To maximise the potential of the digital economy, we need to nurture a new skills pool, not only by training more people in engineering and data sciences, but also by up-skilling and cross-skilling our existing workforce. The most successful businesses will be those that also help their people do what they do better with the new digital tools that are available. In other words, the factories that focus on using digital and robotics innovations have to augment their workforces rather than replace them.
The concept of Robotics-as-a-Service (RaaS) is also quickly gaining ground in the manufacturing industry. Industry 4.0 has made manufacturers quick to recognise the opportunities to cut costs, increase production and predict maintenance needs. And they have had
to sensitively negotiate the complexities of a reduced human workforce as part of that transformation. Advanced analytics and AI foster better decision-making. Examples include predictive maintenance, digital quality management and AI-driven demand forecasting.
This is clearly evident in the wearables space where manufacturers are beginning to use digital performance management and Augmented Reality (AR) to move the right information to the right people in real-time. These tactics help communicate interactive work instructions and standard operating procedures. As factory employees become increasingly augmented by digital systems and work alongside cobots, tracking bodysuits & other wearables will enable greater levels of interaction with such systems and allow employees to integrate more deeply into the data-centric strategies of forward-looking manufacturers.
Thus, Industry 4.0 enables manufacturing industries to not only handle the complexity driven by the demands of mass product personalisation but also to respond to changes in their supply chain more quickly & effectively. It provides critical benefits and serves to make the manufacturing industries more competitive. ☐
“WE NEED TO NURTURE A NEW SKILLS POOL”
Sureshbabu Chigurupalli,DIRECTOR – OPERATIONSBALASORE ALLOYS
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8 EM | J u n 2021
Frost & Sullivan studies indicate end-use industries to boost in 2021Frost & Sullivan recently analysed that the Coatings, Adhesives, Sealants and Elastomers (CASE) market is likely to witness commendable growth in 2021 as its key end markets — healthcare, construction and packaging — are witnessing a quicker than expected recovery from the impact of the pandemic. With the anticipated restoration of semi-normalcy in the latter half of 2021, end-use industries are likely to operate to their full capacity, thereby pushing the demand for CASE. By the end of 2021, the global CASE market is estimated to reach nearly $225 billion, registering 2% growth from $220.5 billion last year. This study provides the top 2021 trends impacting the market, revenue forecasts for each product group segment, predictions, growth opportunities and regional insights from North America, Latin America, Europe, the Middle East & Africa and Asia-Pacific (APAC).
Elaborating more on the analysis, Ganesh Dabholkar, Senior Research Analyst, Chemicals, Materials and Nutrition Practice, Frost & Sullivan,
expounded, “The personal protective equipment (PPE), food packaging, healthcare and industrial machinery end-use industries will drive the market in 2021 and beyond. Adhesives specifically designed for flexible packaging applications are an emerging concept and expected to be a key R&D focus for adhesive manufacturers in 2021. High-precision bonding will also become a top requirement in electronics, luxury packaging, healthcare and jewellery applications. Adhesive manufacturers should invest in product development and plan to provide exclusive technical support to their extreme-precision adhesive customers.”
Further, Christeena Thomas, Senior Industry Analyst, Chemicals, Materials and Nutrition Practice, Frost & Sullivan, added, “Several leading coatings manufacturers are investing in the development of products with greater microbial resistance or with the ability to kill harmful microbes and thus improving the indoor air quality of residential and commercial buildings. Customers, especially in the premium segment, have been showing greater interest in coatings that ensure high antimicrobial or antiviral properties in both the construction and transportation sectors.” CASE manufacturers should focus on the following growth prospects:• Innovative adhesive and sealant development to meet challenging EV applications• Tire manufacturers open business opportunities for elastomer manufacturers• High-performance acoustic and fire sealant end-use requirements• Specialty products for modular construction
The Chiron Group announces Open House Online 2021The Chiron Group recently announced the commencement of an online exhibition, the Open House Online, which will take place on June 15-18, 2021. It will feature a number of machine premieres, a 360° tour and exciting innovation talks. One of the new features of this year's exhibition is a 360° tour that offers an exclusive peek at the company’s different areas of expertise. Another novelty is the innovation talks, where the experts from the group will present information about the latest developments and trending topics in live streams. Talking about the event, Bernd Higarth, Chief Sales Officer, The Chiron Group, cited, “No matter where in the world the visitor may be, whether they are joining us from their workplace or their home office, our visitors will be at the very heart of the action – from the digital tour of our actual factory to the exciting live discussions. Everything that drives their production process is waiting to be discovered. We are looking forward to the event and keen to get stuck into expert discussions with our guests.”
Air Works teams up with Objectify Technologies to offer 3D Printing services for aerospace & defence marketAir Works recently joined hands with Objectify Technologies to serve the global aviation, aerospace and defence industry by leveraging 3D technologies. As part of the collaboration, both Air Works and Objectify Technologies will identify and pursue business opportunities in the aerospace and defence industry, including the requirements of commercial, private jet owners or operators, globally. Commenting on the strategic collaboration, D Anand Bhaskar, MD & CEO, Air Works, mentioned, “Our partnership with Objectify Technologies reflects our commitment to always offer the latest and best-in-class solutions to our customers in the aviation fraternity. I am confident that this collaboration will benefit the entire spectrum of our customers across business and executive aviation, commercial airlines and the defence sector.” Adding to this, Ankit Sahu, Director, Objectify Technologies, noted, “Our alliance with Air Works will put us in an enviable position to address the challenges of not just aviation but also those of the fast-growing aerospace and defence sectors using our collective synergies.”
MARK E T NEWS
9EM | J u n 2021
NEWS MARKET
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CII elects new office-bearers for 2021-22The Confederation of Indian Industry (CII) recently elected its new office-bearers for the year 2021-22 at its National Council Meeting, followed by the AGM. T V Narendran, CEO & MD, Tata Steel, has assumed office as the President of CII for 2021-22. He takes over from Uday Kotak, MD & CEO, Kotak Mahindra Bank.
Narendran has been engaged with CII for many years at the state, regional and national level. He was the Chairman of CII Eastern Region during 2016-17 and has led CII National Committees on Leadership and Human Resources besides being Chairman of CII Jharkhand. He was also the President Designate of CII for 2020-21. He is also the Chairman of the Board of Governors of XLRI Jamshedpur and the Vice President of the Indian Institute of Metals. He was a member of the Board of the World Steel Association and is a member of its Executive Committee. He was the co-chair of the Mining & Metals Governors Council of the World Economic Forum from 2016 to 2018.
Sanjiv Bajaj, Chairman & MD, Bajaj Finserv, is now the President Designate of CII for 2021-22. He has been engaged with CII for many years at the regional and national level. Bajaj was the Chairman of CII Western Region during 2019-20 and has led CII National Committees on Insurance & Pensions and CII Taskforce on Fintech. He has several awards to his credit, including AIMA’s Managing India Awards - Entrepreneur of the year 2019, ET’s Business Leader of the year 2018, Financial Express Best Banker of the year 2017-18 and Ernst & Young Entrepreneur of the year in 2017. Bajaj is a member of the International Technology Advisory Panel of the Monetary Authority of Singapore and Regional Stewardship Board for India and South Asia 2019-20 of World Economic Forum.
Pawan Munjal, Chairman & CEO, Hero MotoCorp, takes over as CII Vice President for 2021-22. He has been closely associated with CII for almost 30 years. He has been the Chairman of CII Northern Region during 1996-97 and has led several CII National Committees, including sports, environment and technology & innovation. He has also won awards like, Hockey India, FIH President’s Award 2021, CNB Visioner of the Year 2021 and Business Leader of the Year at the Economic Times Awards for Corporate Excellence 2021.
igus holds ‘igus motion plastics show’igus recently held the ‘igus motion plastics show’, where visitors can look forward to 168 innovations from all departments – from telescopic robot tube packages to large scale 3D Printing. “We are in our second year without trade shows,” said Frank Blasé, CEO, igus and went on, “This time, we can start the presentation of our new products at full digital speed.” The new trade show stand has been optimised based on the experience gained in virtual customer consultation and tours last year. The solutions for various industries can be seen in a separate area: the space-saving and telescopic triflex TRX system for 3D energy supply on robots as well as the wound high-load bearing iglidur TX2 for construction machinery. The issue of plastics sustainability is now even more visible and is given a central position at the trade show.
Overall, 168 product innovations from igus departments are presented at the trade show, which takes up 400 square metres. For instance, the lightweight drygear cobot gear set for cost-effective automation is exhibited, as will the iglidur I151 tribo-filament for FDA-compliant, detectable wear-resistant parts for food technology. The orange trade show stand has now hosted 55,000 visitors from all over the world, since its virtual twin is freely accessible. Another 16,000 visitors have also taken advantage of the offer of a digital visit with igus specialists.
“We would normally have been represented at 222 trade shows and conventions last year, but we only made a total of 26,” said Blasé and added, “So, we are very happy that the imps have become a fixed part of daily communication with customers.” The real/virtual trade show stand is an important component of a digital igus concept that allows users to find the right lubrication-free, maintenance-free motion plastics for their specific requirements even faster. For instance, machine design and tutorials can be completed virtually with igus consultants, online seminars from the online seminar studio provide additional assistance, and the interactive digital catalogue variant also provides additional information with access to white papers, blog articles and explanatory videos. One can also request a guided tour to the virtual booth on the igus website.
10 EM | J u n 2021
MARK E T I N TERV I EW
The packaging of beverages has become important after COVID-19 owing to safety concerns.
The glass packaging industry is seeing an increased demand from the food & beverage and
pharmaceutical sectors, as the pandemic has led to a higher demand for medicine bottles, food
jars and beverage bottles. Our R&D department has developed an anti-bacterial range of bottles
using advanced germ guard and active silver technology.
The pandemic has enabled a lot of product innovation. Can you highlight the changes introduced in your product range?
“It is observed that end-consumers now prefer glass over plastic”
...mentions Rajesh Khosla, President & CEO, AGI Glaspac – a leading container glass manufacturer in the country – in his
interview with Anvita Pillai. In this conversation, he discusses the difference in product manufacturing compared to pre-COVID times,
changes & opportunities, AGI prioritising sustainability, the major trends in the next few years and more. Excerpts…
Can you explain the changing dynamics of global packaging amid the pandemic? What are the changes and opportunities for India in this market?
With the increase in the awareness of sustainable packaging among consumers and industries,
there is a huge scope for growth in sustainable packaging. With the impact of the pandemic,
there has been a disruption in the supply chain of raw material and finished goods, which has led
to the implementation of a more flexible supply chain. The packaging industry’s growth (CAGR of
approx 26-27% during 2021-26) is largely driven by various logistic applications, technological
advancements and the development of the packaging sector across the country.
How does AGI Glaspac prioritise manufacturing sustainability?
We strive hard to create sustainable value through our digital transformation efforts across
industries and geographies. Our sustainability strategies include – solar powered facility, waste
heat recovery from furnace, ESP to reduce emission from furnace, water recycling initiative in the
plant and AGI’s natural gas supply facility.
India’s glass manufacturing sector was valued at $2 billion in 2020. What is the growth expected & some major trends in this sector in the next five years?
The glass industry, in recent years, has transformed and adopted modern processes & automation in a
big way. However, Indian per capita consumption for glass packaging (1.8 kg) is much lower compared
to other nations. The industry is experiencing a surge in demand, owing largely to the growing purchasing
power, urbanisation, modern retail and increasing awareness about health & hygiene among consumers.
The Narrow Neck Press and Blow (NNPB) process can produce the best glass bottles. The current
trend is towards tempering, using appealing colours and other value additions that will overcome the
shortages, if any. Also, it is observed that even end-consumers now prefer glass over plastic.
Can you elaborate on your company’s expansion plans for the long- and short-term?
Our company has short-, medium- and long-term goals. In the short-term, we are trying to
implement best practices in manufacturing, introduce the management tools of operations,
introduce automation & digitalisation for business efficiency and collaborate with world-class
glass industries for tech transfer. For the medium-term, we will introduce a series of value-added
services, so that we can serve our present and future customers. In the long-term, AGI aims to be
recognised as a world-class manufacturer with a presence in India and abroad.
11EM | J u n 2021
START- UP I NTERV IEW
Lithium-ion batteries are treated as waste after the first life application, but they hold a lot of potential
at the later stage. We have effective logistics networks for the safe transportation of lithium-ion
batteries. The recycling of these batteries results in the reduction of energy consumption, further
reducing the wastage of natural resources and hence, making India self-sufficient with these battery
recycling services & developing a stronger supply chain. Along with this, we provide an innovative
solution to fill the gap through in-house developed recycling and resource recovery process which is
capable of recovering lithium, nickel & cobalt at up to 90% purity.
BatX has developed a proprietary lithium-ion battery recycling technology. Could you tell us more about it and how it stands out from other battery recycling technologies?
“Making India energy-sufficient by battery lifecycle solutions ”… says Utkarsh Singh, Co-founder & CEO, BatX Energies - a company committed to developing advanced lithium-ion battery solutions using first life and second life lithium-
ion cells for various applications that facilitate mobility and storage – in this interview with Juili Eklahare. He explains the
‘Buy Back Battery Programme’, what creates viable R&D and how the start-up is enhancing its presence. Excerpts…
Can you tell us the work you are doing towards creating a secondary supply to meet the demand for critical battery materials through innovative recycling technology?
We are working towards the extraction of high-quality metal which is an imperative part of the
recycling process. We extract chemical synthesis processes to make lithium-metal oxide cathode
material for new batteries, and the usage of solvent extraction for hydrometrical process is high.
Your start-up is developing a leasing system whereby auto-rickshaw owners can return their used batteries to you for recharging and receive a full battery in return. Can you tell us your action-plan for this?
We are taking one step forward by offering our best solutions, and we recently announced
the ‘Buy Back Battery Programme’ aiming to make India energy-sufficient by battery lifecycle
solutions contributing to the circular economy. Under this programme, we take back batteries
from the market and harvest the good cells from them, understanding the life & state of health of
those cells and putting them back for stationary applications by developing lithium-ion batteries
for inverters & solar storage batteries. Also, it offers a 10% buy back cost to its electric vehicle
OEM’s clients, like electric rickshaw and electric two-wheeler manufacturers who can further
offer this as a value-addition to their customers. To ease this process, we have set up collection
centres in different states to make the collection of depreciated batteries easier for the masses.
How do you come up with new ideas for R&D? How do you think the field of lithium-ion batteries will change in the future?
Thorough research and studies about the industry & products are important to create viable R&D and
the requirement of efficient & skilled manpower enhances R&D services. EVs are the future and as the
demand for electric vehicles rises so will the demand for lithium-ion batteries. The usage of lithium-ion
batteries will not only benefit us as individuals, but it will also have a huge positive impact on the climate.
What is your start-up’s plan in the post-COVID world?
The lockdown, due to the outbreak of COVID-19, was a difficult phase for everyone. But as we
are now adapting to the new normal, we are trying to engage with more stakeholders & investors
who will help us grow our business and create our uniqueness in the industry. We are aggressively
participating and moving ahead to enhance our presence.
12
OP IN IO N WOR LD A NA LYS I S
EM | J u n 2021
AI and India: Why A I product development is an uncharted territory
While India is evolving significantly when it comes to technologies like AI and ML, we are barely scratching the surface and are far, far behind our global counterparts. With governments catching up — the US had launched its AI report in 2016 and the UK in 2017 — the 2018 budget underscored the need for India to leverage this technology. However, with just a year to go for Niti Aayog’s short-term target, India remains an AI solution destination. AI products, which contribute to more value-add, remain missing from the economy. Here are a few reasons why we are lagging on the product development front.
The product lag: Compared to software/solution development, developing AI products demands substantial financial investment, more time and big risks. In addition, the product testing cycle and the time invested into product perfection is far longer than what it takes in software building. AI, along with its ancillaries, ML, predictive machining, deep learning, etc, require supercomputers and fast internet, which India has made little progress in. Besides, AI processes massive amounts of data, which requires high-performing set-ups, which need constant updation. Usually, this kind of set-up requires a huge investment.
Despite a growing population consuming more internet and generating data scores, India has realised the value of data but has been incapable of leveraging it. The country is also far behind in terms of research, innovation and patent filing. Most of the talent pool focuses on IT development and not so much on research & development. Industries in India contribute only 14% to research, with universities contributing 86%, leaving a big gap between the ivory tower (academia) and the real market. In recent years, Indian companies have become more liberal towards AI and are taking
steps towards becoming the world’s AI ‘garage’. However, the efforts are concentrated towards becoming solutions providers. Hence, more needs to be done.
Invest: While India’s private players and the government have increased investments in AI, we are far behind our competitors. India can only match strides with its competitors with increased investments from both government and private players.Collaborate: Collaboration with relevant stakeholders, with government intervention acting as a catalyst, can ensure strong foundations and is essential. The hub and spoke model that the Department of Science and Technology has been implementing for blockchain can go a long way in ensuring participation from all fields.Data: Before embedding data into systems, companies need to educate themselves about data, gather it, organise it and acclimatise themselves to AI/ML algorithms. Democratising data with strict cyber and data laws could take AI implementation to the next level. The government, in recent years, has opened a trove of information for Indian companies, but it still does not view AI as a product. So, there are few incentives to invest in such businesses.Research and skills: With the proper infrastructure in place, educating, skilling, reskilling and upskilling will be essential to create competence. Courses aligned with educating the upcoming workforce need to be updated and matched to global standards, and gaps in the research ecosystem need to be filled. Incentives in the field of research should be ensured for talent retention within the country.
The steps suggested to make India an AI product manufacturer is a long, incremental process rather than a quick investment-quick return strategy.
Anvita Pillai, Sub-Editor & Correspondent
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14 EM | J u n 2021
COVER STO RY T ECHNOLOG Y
14 EM | J u n 2021
COVER STO RY T ECHNOLOG Y
India has been witnessing a growing trend in investments in digital manufacturing. Companies are adapting at a rapid scale and have deemed the situation fit to shift, upgrade and evolve, given the pandemic. The Cover Story, with case study samples, divulges into how digitalisation is the saving grace for companies & the country and besides digitalisation, why India needs to look at evolving comprehensively to become a preferred global location for manufacturing.
Manjeet Kripalani, Executive Director & Co-founder, Gateway House
Scaling digital manufacturing: Becoming the preferred location for global manufacturing
15EM | J u n 2021
TECHNOLOGY COVER STORY
Digital manufacturing has been accelerated by COVID-19, globally and in India. Companies now see it as an imperative, not an option. Digital adoption by companies in India has outpaced global peers on several criteria, including new business and workforce models. Increased foreign investments into Digital India will expand this trend. This is a significant shift for the country, as COVID-19’s geopolitical and economic fallout is the realignment of supply chains, largely away from China. India, with its size, market and tech capability, is seen as an alternative site – though it has not been an immediate beneficiary. However, the government is cognisant of the opportunity and has enacted enabling policies, especially for the manufacturing sector.
Incentivising growth & innovating in crisis
Since 2020, the government of India has announced a number of Production-Linked Incentive (PLI) schemes. In this year’s budget, the government has set aside $26 billion for PLI schemes across various sectors and expects to add $520 billion to India’s manufacturing production over the next five years. These incentives encourage domestic manufacturing for the home and export market. In September 2020, the government addressed a core problem in India – modernising labour regulations by replacing 29 old laws with four simplified labour codes.
Meanwhile, Indian and foreign multinationals already on the digital manufacturing path used the year to fast-track digital adoption. Older facilities especially were digitised, compressing two-year digitisation plans, into a single month, with immediate payoffs. Piramal Glass, a $330 million Gujarat-based company, is a global producer of moulded glass for food,
pharma, cosmetics and perfume industries. When the pandemic hit, the demand for perfumes and nail polish bottles dropped, but the demand for food and pharmaceutical glass rose. This enabled the company to be classified as an ‘essential supplies’ provider and kept its operations running, albeit with a third of its workforce.
Upgrading with time – Piramal case study
Piramal Glass had to innovate. For starters, factory hands could no longer use their electronic fingerprints to enter the facility, so the company sourced facial recognition software from a domestic start-up called Smart Infocomm. It had multiple uses – not just at the factory gate but also on the manufacturing line to alert the management on workers violating masks and social distancing norms in the factory. Samit Datta, Global Chief Supply Chain & Technology Officer, Piramal Glass, said that typically, brownfield manufacturers that operate different generations of machines and are looking to upgrade would replace all at one go. However, they need to think counter-intuitively to optimise capital and instead use digital technologies to upgrade.
The pandemic also challenged Piramal’s plan to commission a new glass furnace as part of capacity expansion. Normally, ten European experts were called for installation and operations. Instead, Piramal tapped into Augmented Reality using locally procured smart glasses. The furnace was operational in one month. Augmented Reality was used for quality assessment too. Foreign customers who were normally sent physical samples of glass were able to inspect their purchases via Augmented Reality. Piramal had to change the existing on-site operations of its plant to allow for remote-
Digital adoption by companies in India has
outpaced global peers on several criteria,
including new business and workforce models
16 EM | J u n 2021
COVER STO RY T ECHNOLOG Y
controlled functioning. In seven days, its in-house tech team developed a work-from-home infrastructure to operate the plant remotely, adding onto the existing Internet of Things (IoT) stack4 – i.e., technology, standards and applications – for the manufacturing process. In recognition of its inherent business value and accelerated digital journey, the US private equity firm Blackstone acquired a controlling stake in Piramal Glass in December 2020.
Other victory tell-tales
Another brownfield success story of an old factory becoming a new digital player is that of Siemens India. Its 47-year-old factory outside Mumbai, in Kalwa, makes low-voltage switch gears. With COVID-19, the factory was locked down. In July, when production could commence, it was with just 30% of its workers. Using ‘digital twin’ technology, Siemens’ engineers reconfigured the production line to accommodate the social distancing norms. Hemant Narvekar, the factory head, led the effort. He said that the “reconfiguration of the assembly line could be quickly simulated and tried in the virtual environment before executing them in the real world,” leading to compressed execution timelines and monetary savings.
Till March 2021, India had just one facility on the World Economic Forum’s Global Lighthouse Network; the increased digital adoption by manufacturers during the pandemic has been evident as 15 more facilities were added to the Lighthouse Network this year, two of them from India - Tata Steel in Jamshedpur and ReNew Power in Hubli.
Though not as deep as it is in the West or China, India’s
digital manufacturing ecosystem is developing breadth and depth. Four elements are already in place: digital infrastructure, government schemes, academic learning and a burst of start-ups.
1. Digital infrastructure: A significant part of the digital infrastructure has been laid by India Stack, an open-source services platform and application programming interface developed by a public-private partnership as a public good. It is free for entrepreneurs, businesses, government and developers. During the pandemic, this platform singularly helped the Indian government disburse funding and subsidies across the country, instantaneously and at a low cost. It will help India move beyond services to products, says Sharad Sharma, Founder, iSpirt, the non-profit behind India Stack. If the transition is smooth, India can become like Korea – a high-value design and product manufacturing powerhouse. While services will continue to be the big employer, he foresees advanced manufacturing and value creation by companies, like Piramal Glass, have done and beyond.
2. Government support: Initiatives like Smart Advanced Manufacturing and Rapid Transformation Hub (SAMARTH) by the Ministry of Heavy Industries are underway. One such government initiative in Pune is C4i4, which provides a transformation roadmap for its customers, both MSMEs and MNCs. C4i4 offers to consult specifically for manufacturing MSMEs looking to digitise. During the pandemic, demand for its services has grown by 30%, not just from the small business but big exporters, too. Dattatraya Navalgundkar, Executive Director, C4i4 Pune, mentioned, “The pandemic has accelerated
Till March 2021, India had just one facility on the World
Economic Forum’s Global Lighthouse Network; the increased
digital adoption by manufacturers during the pandemic
has been evident as 15 more facilities were added to the
Lighthouse Network this year, two of them from India
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18 EM | J u n 2021
COVER STO RY T EC HNOLOG Y
the adoption of digital technologies across the value chain. Although MSMEs face cashflow challenges, lack trained manpower and expertise, they need business continuity and are eager to start the digital transformation journey.”
3. Academic learning: India is also the first country in the world to offer a post-graduate degree in digital manufacturing at the prestigious Birla Institute of Technology and Science – Pilani, Rajasthan. P B Venkataraman, Associate Dean, had been hearing industry leaders talk about digital manufacturing since 2014, so a survey was conducted to see if it would be a compelling course. It found that, though existing programmes were suitable for the current generation of manufacturing, manufacturing of the future needed much more - like skills in industrial IoT, Additive Manufacturing, Big Data analytics, industrial cybersecurity, logistics and supply chain optimisation, autonomous equipment and digital tools for product & system design, simulation and production. The institute decided to teach the subject. There was no faculty readily available to teach, and without working experience, it would be meaningless for undergraduates. So, BITS nurtured and developed a faculty and introduced the two-year course for working professionals from the manufacturing industry. Companies like GE, Tata Motors, Mercedes Benz, Bharat Forge, Alstom, JSW Steel and Bosch supported the course
– 800 inquiries were received in the first year. Of this, 50 applicants became the first batch for the Masters in Digital Manufacturing. With two batches per academic year, the fourth batch has now commenced, which will make 100 digital manufacturing graduates from India every year.
4. Burst of start-ups: Multiple government schemes, like Make
in India, Start-up India and Digital India, initiated in 2014, had seen a limited response. But 2020 saw a surge of digitisation, intra-company and in start-ups. According to Nasscom, the software industry association, 1600 new start-ups were added in 2020, and 12 new unicorns are now added to the total of 38 unicorns. In 2021, ten start-ups have achieved Unicorn status. Indian states have invigorated and updated their start-up policies in order to reach grassroots talent. They compete with each other, offering start-up challengers, incubation & acceleration programmes and venture funding. The start-ups established pre-COVID-19 have seen bustling business. Aditya Vermani, Co-founder and Business Head, ClairViz Systems, says that digitisation, seen as a ‘good-to-have’ feature pre-COVID-19, is now an imperative. “Despite factories running at 30% manpower, digital work instructions and maintenance gained traction. We were able to maintain our revenue growth in the constrained financial environment,” he revealed.
Redressal of problems for increased FDIs
These are all good signs, but they are not enough. COVID-19 has depleted the reserves of governments, companies and individuals, making China’s efficiency of supply, production and affordability still very attractive. Countries like Japan, which are supporting the rehabilitation of their industries, are not depending on India yet to become a reliable ‘+1’ for their China strategy or be part of their multiple supply chains. The old problems of ‘issues of land use & allocation, working infrastructure, logistics, transport and consistency of tax administration’ continue to create hesitancy amongst foreign investors and must be addressed on priority. ☐
Indian and foreign multinationals already on the
digital manufacturing path used the year to fast-
track digital adoption. Older facilities especially
were digitised, compressing two-year digitisation
plans, into a single month, with immediate payoffs.
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20
MANAGE ME N T I N TERV I EW
EM | J u n 2021
“Our leaders are charged with building a positive mindset among the teams”
…says Anil G Verma, President & Executive Director, Godrej & Boyce Mfg Co - a company invested in re-engineering with household appliances, security solutions,
consumer goods, etc - in this interview with Juili Eklahare. He highlights the company’s milestones, its manufacturing facilities in the country, how its businesses
are adopting stewardship of their environmental footprints and more. Excerpts…
towards doubling this over the next two years.
Can you tell us about some of your chosen works of CSR and sustainability initiatives? In the CSR space, we have trained about 180,000 youths in various livelihood skills over the last decade. We also realigned our manufacturing processes to produce essentials like hospital beds, oxygen ventilator vales, medical refrigerators for vaccine storage and personal sanitisation units.
We embarked upon our sustainability journey decades ago. Under our ‘Good and Green’ vision, we adopted a strategic approach to greening our processes & products and being a socially responsible corporate in 2010, aligning to the sustainable development goals. Over the last decade, we have crossed many encouraging milestones like, Godrej & Boyce being the first company to introduce CFC, HFC & HCFC free refrigerators, the company having 11 of its manufacturing units that are GreenCo rated, with two of them being rated Platinum plus and 7 Platinum, and more.
With India’s plans to become a self-reliant economy, what impact is this having on Godrej & Boyce’s growth plans? Godrej & Boyce has always looked to grow its businesses in the domestic and export markets. We have invested in product development and manufacturing infrastructure keeping these goals in mind. Besides this, the Government of India has also introduced PLI Schemes under the Aatmanirbhar Bharat programme. In accordance with the programme, we have commenced the indigenous manufacturing of air conditioners & components for the same.
Plus, we have created new manufacturing facilities in different parts of the country, including Uttarakhand and Gujarat. Most recently, we established a new industrial complex in Khalapur, Maharashtra. We have deployed the latest machinery and infrastructure at these plants to meet global certification standards. We have also invested in
Over two dozen Godrej & Boyce suppliers have earned GreenCo certifications. What is your action plan for a 100% green supply chain?In order to have a green supply chain, it is imperative that corporates take steps to grow their key vendors, thus building a sustainable ecosystem. Towards uplifting our key vendors to make them GreenCo certified, we started our vendor cluster journey in 2010-11 with an objective to make our supply chain green and lean. So far, we have completed 10 clusters and have
covered 49 vendors with each cluster being linked to specific
initiatives. Out of the 10 clusters, two were dedicated to GreenCo certification to help make the processes at our key vendors’ facilities green & sustainable. A number of our vendors have
won the certification, and we are
working
21
I N TERV I EW M ANAGEMENT
EM | J u n 2021
laboratories for the in-house testing of our products.
Has this time of COVID moved the needle on environmental action for Godrej & Boyce? How do you balance growth with sustainability?COVID has brought in additional challenges with it, especially in the space of resource management, while continuing with our set targets & directions being pursued under our ‘Good & Green’ strategy. We have now declared our commitment to the ‘EP-100’ movement, i.e. doubling our energy productivity by 2030, the ‘Business Ambition Pledge for 1.5°C’ aligned to Science Based Targets initiative and Net Zero Building by 2050.
We sure believe that growth is essential, but it has to be sustainable for people and the planet while earning profits. We have striven to promote sustainability of our businesses by basing our strategy on materiality aspects with respect to our products & processes. Our businesses are adopting stewardship of their environmental footprints. For example, in 2020, Godrej & Boyce became plastic neutral for the quantities used for the packaging of our products sold or offsetting 30% of e-waste generated due to the sale of our consumer electronics products.
How is your organisation moulding Indian engineering and manufacturing for a world-class future and the India of tomorrow?Bringing our customer delight through quality products & service is what we stand for. Our design and engineering teams are continuously working on new & better ways to create offerings that deliver greater value at a lower cost to the environment. What’s more, we have developed our own in-house AGV technology for material movement between the machines, using IoT for communication between machines and the AGVs. We have taken
initiatives to train and skill our key suppliers on management, building robust productivity and quality systems and then further to sustainability in terms of lean & green management and finally, to Zero Effect Zero Defect (ZED).
How has the COVID-19 pandemic influenced your leadership style in the organisation? The health & safety of our employees come first, which has always been an integral part of our core values at our company. Our leaders are charged with building a positive mindset among the teams. They are harnessing the energies of the organisation to build a stronger & better tomorrow
through constant communication. They are building capabilities and resetting internal processes towards this objective. We have also empowered our teams to listen to the market signals and respond to them in the interest of achieving our goals. The decision has been driven to the lower levels in order to be nimble and adaptive to the market.
Can you tell us about your company’s current expansion plans?We see a substantial headroom for growth in all our businesses. The pandemic has thrown up fresh opportunities in sectors such as healthcare, warehousing & logistics and consumer durables, among others. The healthcare sector, in particular, is presenting opportunities for double-digit growth for the foreseeable future. Our company has been serving the healthcare sector through multiple business units for many years in areas like, hospital beds, medical refrigerators and calibration services for medical equipment. However, India’s need to bolster and expand its healthcare infrastructure in the current scenario is even more urgent & compelling. As a result, we have witnessed a sustained rise in demand for many of our key healthcare products & solutions. ☐
OUR BUSINESSES ARE ADOPTING STEWARDSHIP
OF THEIR ENVIRONMENTAL FOOTPRINTS
‘‘
Anil G Verma is an engineering graduate from the Indian Institute of Technology, BHU and an MBA from the Indian Institute of Management, Ahmedabad. He has over 30 years of experience in functions such as sales, marketing & manufacturing and was the recipient of the RMI Roll of Honour for Life-time Achievement in HR at the National HR Conclave, HR 2.0, in 2010.
22 EM | J u n 2021
V IEWP O IN T MA R K ET
It is the 'new normal'. Looking back, nothing seems the same anymore. The COVID-19 pandemic has shaken the manufacturing industry immensely, followed by the lockdowns, which brought the daily processes & facilities of the sector to a halt. But with the vaccinations being available and the efforts made to maintain social distancing, there is a hope that things will go back a tad bit to what they were like before. These factors hold true for the manufacturing industry as well, where another element holds importance - skilling specifically. It is said by many that skilling is what will get the industry and us out of the pandemic. Besides, with the remote working culture and change in the way industries are currently functioning, skills will certainly change too. And haven't the workforce & skills always been above everything else in any industry to move forward? The Viewpoint finds out what the manufacturing workforce of tomorrow will be like in the post-COVID world, the skills that will make a world's difference in the industry and what the current organisations are doing to upskill their workforce.
The manufacturing workforce of tomorrow
Juili EklahareFeatures [email protected]
“Leadership skills will be pivotal in mitigating performance gaps”It is very rightly said that skilling is the only way out to overcome the current situation. When things were
normal, upskilling was always required, and at present, the situation demands it even more aggressively. The skilling of the workforce is important to keep abreast with newer technologies and ensure that work is not affected. Our company’s Skill Development Centre (SDC) has been recognised at the national level for promoting National Apprenticeship Promotion Scheme (NAPS) by providing training opportunities in designated trades, including advanced courses approved by DGT, Ministry of Skill Development, etc.
Plus, staying in demand by upskilling for the future of manufacturing has never been more important to bridge the growing machine-human gap. Leadership skills will be pivotal in mitigating performance gaps and driving up workforce productivity along with communication-based soft skills for better team coordination. Time and money must be invested in ensuring employees are proficient in using the most innovative equipment. Leveraging VR alongside the video for training would be effective as workers would retain 75% more information while receiving hands-on environment exposure.
Nishant Arya,Executive Director,JBM Group
23EM | J u n 2021
MARKET V IEWPO INT
“Workers will need more than just technical skills to compete”In the new normal, post-COVID-19, manufacturing must match the needs of the Industrial
Revolution 4.0. The new normal also demands new skillsets, and hence, skilling is the only way to adapt to the pandemic. COVID-19 has levelled the playing field, and we all need to unlearn and learn.
Increased automation and hardware & software skills will be in demand and workers will need more than just technical skills to compete. Problem-solving skills, critical thinking & adaptability to fast-changing trends will be as important. Hence, high-end skills, such as AI, Machine Learning and data analytics, will be integral to manufacturing. Our company focuses on training people across levels – shop floor, supervisory and the management level – to ensure greater productivity.
When it comes to initiatives or investments, periodic trainings help, if possible, in partnership with universities so that workers are well versed with the latest technologies. Live case studies also help improve the reaction time of workers if situations occur at work.
“Now is the time for corporations to increase their learning budgets”The first step for manufacturers is to contact their local community colleges to see
what programmes are available and then talk to college authorities about their interest in collaborating to build a more adequately suited programme. Now is the time for corporations to increase their learning budgets and commit to reskilling. Companies may also consider collaborating with other manufacturers who have comparable skill requirements to create a mutually beneficial skills initiative. Today, skill development is critical in the immediate endeavour to limit the effects of COVID-19.
The extension of digital technologies and cloud solutions, such as AI, IoT, etc to simpler & everyday operations will also lead to increased productivity. Companies were cautious to integrate digitalisation prior to COVID. However, in the post-COVID era, operations will be steadily changing toward digitisation, and it sure is time to learn & relearn.
“EVs require a different skillset to understand and appreciate”Our company is using this time to upskill its workforce and make it aware of other
aspects of EVs besides their area of expertise. For example, the motor assembly team is getting a better idea of the mating gearbox and power-torque curves governing the output to the wheels. Start-ups are known to disrupt the market for incumbents by bringing about change in the status quo. Case in point: electric vehicles. While EVs are a lot simpler in architecture, they require a different skillset to understand and appreciate. Instead of engine tuners and ECU flashers, we need electric motor designers and power electronics experts. The workforce will need to understand the difference between laying a 12V wire harness and a high-voltage harness in EVs and the list goes on. Similarly, service engineers and workshop mechanics will have to be upskilled to work with ampmeters and voltmeters along with hammers & wrenches.
Dr Amitabh Saran,Founder & CEO, Altigreen
Farrokh Cooper,Chairman & Managing Director, Cooper Corporation
Gary Bateman,Managing Director, LAPP
24 EM | J u n 2021
V IEWP O IN T MA R K ET
“New skills required will need to be built up ‘on the job’”The last one year has given us the rare opportunity to pause, review and reset business
processes to make ourselves leaner and more competitive. To do this, we have to reorient ourselves to be an even more agile organisation and hence, the need to rapidly upskill our employees using digital means has never been higher.
Furthermore, the digitisation initiatives of the company were accelerated during the pandemic, and strong efforts were made to prepare the organisation to deliver on its objectives while ensuring the safety of employees. The use of digitisation and robotics on the shop floor ensures consistency in the manufacturing processes. Moreover, there is a large number of young skilled manpower resource in our country. However, we are at the transition phase where the new skills required will need to be built up ‘on the job’, but it is only a matter of time for our technical training institutes to start providing inputs required to equip our upcoming workforce with the required skillsets to work in the new paradigm.
Zurvan Marolia,Senior Vice President, Godrej & Boyce
“‘Hope for the best, plan for the worst’ is no longer a taboo”It may not be that skilling is a way out of the pandemic. Rather, COVID-19 has painfully
taught us how to operate differently and, yes, possibly more efficiently. The rapid redeployment of labour to make up for the unavoidable absenteeism, though not desirable, has resulted in some awesome stories of how some great set of dedicated people rose to the occasion (and possibly above it) to stand up & deliver. Going ahead, the skills that will count the most will be the conscious effort to focus on pandemic de-risking and identifying tasks/activities and functions that can be automated/digitised. As for the unlearning part, ‘hope for the best, plan for the worst’ is no longer a taboo.
We also need to spend on automation and robots/cobots – for critical areas and for areas that were manual-intensive until the recent past. Besides, there must be a more empathetic investment in the well-being of the contract workforce.
Raghavendra Rao,Chief Executive Officer,Kaizen Hansei
“Developing countries should not only be consumers but also active players”The demand for skilled labour will be the new currency in the post-pandemic world. One
would need to reskill to be at the centre of the economy. Skill development also holds the key to reinventing the Indian workforce during COVID times. Our company is effectively implementing a database of our workers along with their skills. The key lies in training programmes, apprenticeship programmes and approach to skill development.
To a certain extent, it will be the time to unlearn and learn since COVID has taught us many things. Amid the slowing economic activity, the pandemic has led to a surge in digital transformation. Developing countries should not only be consumers but also active players and thus producers of the digital economy, even in the manufacturing sectors. The Government of India is already doing its bit to reskill and make the workforce better in the manufacturing industry.
Jagdeep Khattar,Founder & CEO,Hongyi Jig Rapid Technologies
25EM | J u n 2021
MARKET V IEWPO INT
“Digital marketing is essential”COVID, indeed, has led to both challenges and opportunities, and right now,
with the markets slowly reopening, there’s a high demand for very specific job roles. The pandemic has increased the urgency to bridge this gap further, as future jobs will require redefined skillsets and competencies. To upgrade the workforce’s skill levels in our industry, we organised several trainings, seminars and invited experts to speak on automation & technology.
The adoption of the Industrial Revolution will speed up and become the need of the hour. These challenging times have taught us to adapt to the new normal and learn quickly from the changes around us. Employee training in terms of courses and programmes that will help them upgrade will always benefit both parties. Whether it’s the B2C or B2B sector, digital marketing is essential, as having an online presence is vital for business in all industries.
Vikas Bajaj,President, AIFI (Association of Indian Forging Industry)
“Having a training schedule of various hard & soft skills is critical”Communication will always be at the top of the pyramid – being able to speak
up, having a manager who is willing to listen and change based on suggestions. We have also changed the roles around for our teams so that they understand and learn what other customers’ operations are rather than just the accounts they are working on. It serves four purposes – the first being creating backups in the event there is attrition; the second is that it gives them an opportunity to learn something new; thirdly, it eradicates the mundane day-to-day operations they are used to and lastly, it creates curiosity, which drives them to try different ways of making the operations more efficient, as their view is holistic rather than blinkered. What’s more, having a training schedule of various hard & soft skills that are actually being implemented is critical for the betterment of the company.
Aditya Vazirani,CEO,Robinsons Global Logistics Solutions
26 EM | J u n 2021
AEROS PACE MAN UFACT UR ING FOCUS
Aerospace manufacturing: Additive creating value beyond part printing
One of the key aims of aerospace manufacturing is to have the fastest time-to-market without compromising quality, services and solutions. Technological trends such as Big Data, cloud computing, Augmented & Virtual Reality (AR/VR) and Additive Manufacturing (AM) are supporting companies in driving digital transformation in manufacturing by integrating systems and processes. Embracing digital transformation has created a whole slew of benefits, including greater agility for seamless product development, manufacturing and faster time-to-market.
The additive evolution
AM is an advanced manufacturing process that involves creating a 3D model in a CAD software, transferring the CAD file to the printer, printing the parts layer-wise and performing the post-processing steps to get the desired surface finish. Unlike conventional manufacturing processes, this technology does not require cumbersome tools or mould revisions, eliminating the time and cost associated with
The manufacturing industry has always been keen on reducing their time-to-market and reducing downtimes in process. Technological trends like AR/VR, Big Data, AI, ML, AM, etc are helping companies through this journey. The article focuses specifically on the technology AM, i.e. Additive Manufacturing in the aerospace sector, its biggest challenges over the years, how the technology helps a company become seamless in its operations and its impact on the manufacturing sector.
Priyanka Nadig, Senior Technology Lead – Additive Manufacturing, Cyient
Rajendra Velagapudi, Senior Vice President & Global Head – Manufacturing Operations, Cyient
27EM | J u n 2021
FOCUS AEROSPACE M ANUFACTUR ING
production change-over. Furthermore, advanced topology and generative design tools used in the 3D Printing process provide freedom of design, allowing one to create parts that are consolidated, complex in design and light in weight along with enhanced efficiency (Figure 1).
Only a few years ago, the benefits of AM remained speculative. The biggest challenges faced by AM machine manufacturers and service providers was to justify the transition from high-volume traditional manufacturing to additive processes and demonstrate financial and technological feasibility for adoption. Now, with several additive processes and a variety of materials, there are demonstrable use-cases showcasing significant drop in manufacturing lead time, part weight, along with parts with higher performance. The technology, hence, has become increasingly popular in the aerospace, healthcare, oil & gas and other engineering applications.
Understanding and overcoming constraints
Due to design and manufacturing constraints associated with conventional manufacturing, most of the engineering components consist of several internal parts that are assembled to create a functional object. The process is laborious, often requires multiple fasteners, welds and the like, for final assembly, which eventually increases the cost of production and offers higher chances of failure. Also, the effort of maintaining stock in the warehouse for each of these parts, anticipating failure, is
another challenge. Hence, in large and critical assemblies, parts consolidation becomes a great alternative where multiple parts are merged in the CAD model before manufacturing with a suitable AM process. Here, the designers also get the freedom to make changes to enhance performance without compromising on functionality. Since the number of parts is intentionally reduced, the need for maintaining an inventory, anticipating failure, is significantly reduced (Figure 2).
Although parts consolidation reduces the number of parts in an assembly, it is impossible for all the assemblies to be additively consolidated. Hence, continuous maintenance of spares with logistical readiness is crucial. To ensure seamless production, companies usually stockpile large spare part inventories, ensuring a backup in case of an unexpected failure or downtime. Although some may be used in their lifecycle, most spares end up taking up space for years to come. However, once out of production, many of these parts become fully obsolete.
To address this challenge, digital inventories are now slowly replacing traditional warehouses by creating or identifying an on-demand production facility called micro-factories, located in close proximity of the need. With the decentralised production of spare parts, the micro factories offer the companies the benefit to print only the required number of spares with quick turnaround time and explore a variety of materials and processes that best suit the requirement. Besides, the complexity that comes with managing an inventory, transportation and the like is completely eliminated.
Figure 1: Hydraulic manifold with 42% improvement in performance and 79% reduction in weight
Figure 2: Rectangular wave guide with 103 parts consolidated to 1 part along with 6% improvement in performance
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Inventory for on-demand supply
Digital inventories enable a more transparent, collaborative and effective supply chain. For example, few legacy parts that do not have a history of drawings or model pose a significant challenge during overhauls, especially for the oil and gas, maritime and heavy engineering industries where these legacy parts are most common.
This places tremendous pressure on companies delivering high-value equipment. Hence, most companies use a reverse engineering approach where the parts are first CT scanned to capture the geometrical features, the data is then translated into a CAD file, mechanical properties associated with the part are assigned to model and the file is finally converted to a digital file suitable for 3D Printing. This is followed by storage in digital inventory for printing on-demand. The AM technology here not only supports part replication but also improvements in design, mechanical properties (if applicable) and performance. Furthermore, these parts can be printed at a centre closest to the customer, eliminating downtime with reduced time-to-market while extending customer satisfaction.
Effective AM approaches for reduced complexity
Critical parts that operate in harsh environments, such as turbine blades, are often subjected to wear and tear during operations, leading to reduced service life. Since these key components are high-priced, restoring these parts with a suitable process is crucial to reinsert them into function as compared to remanufacturing. Besides, restoration and repair prepare end-of-life products to return to as-new condition before entering the subsequent lifecycle. AM processes such as Direct Energy Deposition (DED), cold spray and Powder Bed Fusion (PBF) are increasingly becoming popular in this area and have proven to be an effective approach for adoption.
The goal behind restoration and the complexity of the part
fundamentally dictates the choice of the AM process. For example, parts which are experiencing geometrical distortion, such as a chipping, can be restored by using principles of reverse engineering and directly depositing the material (DED process) in the position of the broken part layer by layer, thus returning the products to as-new condition (Figure 3). Although the process appears straight forward, herculean tasks are involved before the part is repaired with AM processes. However, the ability to quickly repair and restore critical functional parts targeting the damaged regions using AM has led to reduced overhauls and has addressed challenges in manufacturing and supply chain.
Evaluate, evolve, influence
Challenges such as establishing new best practices, intellectual property security, material-process-machine qualification and training come along with the adoption of the AM technology. Despite the challenges, AM is a promising part of the digital movement, bringing early wins into product design, manufacturing and supply chain operations. Faster prototyping cycles give companies the leverage to create, test and evaluate a variety of designs before finalising the design and eventually manufacturing in shorter amounts of time. Besides, in an increasingly digitised and integrated world, AM is evolving with significant additions in materials by way of plastics, metals, ceramics, composites and advanced processes for printing. Design for Additive Manufacturing (DfAM) has empowered engineers to create functional geometries for better, lighter and more complex & consolidated parts with enhanced performance. All of these, and with the ability to print the parts on-demand from a digital inventory in a micro factory located in close proximity to the source of need within competitive timeframes, there is a potential shift in the value chains, opening up opportunities to rethink partnerships, production sites and the use of 3D Printing to complement conventional manufacturing. The impact of AM clearly goes far beyond just manufacturing. ☐
Figure 3: Damaged and reconstructed tip
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The use of solid carbide tooling is gaining more impetus and depending upon the complexity of the operation and shape of the component, one can use different strategies to have the full milage from the solid carbide end mills. The article discusses these strategies in detail.
Over the last two decades, the world has seen a significant advancement in metalworking and the same has been adopted very nicely. There is more emphasis on productivity improvement, cut-down in operation costs and quality and most importantly, reliability.
Cutting tools are in a rapid revolution with the different cutting tool materials, grades, geometries and coatings to extract the maximum hardness, strength and wear resistance. We are witnessing a significant increase in verity of workpiece materials, like super alloys (Ti- & Ni-based), cobalt based materials, composites, high strength aluminium & special alloy steels. The ‘machinability’ depends not only on hardness but on many other physical and mechanical properties, such as thermal conductivity, strain hardening, chemical reactions, etc. All the aspects related to the surface integrity and quality are of paramount importance, especially in aerospace, defence & medical segments.
As new manufacturing methods emerged and established is the Near Net shape machining from the casting or forging with a common goal to enhance the productivity and reduce the operation cost, it has further drilled the importance of cutting tools.
In view of the above points, the use of solid carbide tooling is getting more momentum. One can get the multifold advantages when using the application-based tooling for that specific material & application and that is very well supported by the latest available softwares.
The use of solid carbide can be seen in all the segments, like general engineering, die & mould, aerospace, medical, electronics and power generation, and that too in all kinds of workpiece materials. Depending upon the complexity of the operation and the shape of the component, we can use different strategies to extract the full milage from solid carbide end mills. The strategies can be like high-speed
Top trends in solid carbide tools in manufacturing
Rajesh Gupta,DGM – Application,Seco Tools
31EM | J u n 2021
TECHNOLOGY SOL I D CARB IDE TOOLS
machining, high feed machining, high performance machining, machining with miniature toolings, etc. This covers all the operations, like face milling, slot milling, side milling, copy milling with methods, like ramping, helical interpolation ramping, trochoidal milling, push-pull method, plunge milling, Z-level milling, advance roughing, etc.
High-Speed Machining (HSM): HSM is a machining strategy where a combination of small radial depth of cut & high cutting speed and table feeds are used. This strategy possess low cutting forces, less heat build-up in tool & work piece, less burr formation and high dimensional accuracy on the workpiece. These HSM solid carbide tools have a thick core which provides the stability in the tool and have a well-formed chip space for good chip evacuation.
High Feed Machining (HFM): This is a strategy where high feed rates can be reached with large radial engagement in combination with a small axial depth of cut. With HFM, we can achieve high metal removal rates and/or surface finish by using a much higher table feed compared to general machining. HFM end mills have specially developed front tooth and very short cutting length.
High Performance Machining (HPM): HPM is a machining strategy where very high material removal rates can be achieved. For this strategy, radial engagement is 1 times of cutter diameter and axial depth of cut is 1 to 1.5 times of cutter diameter, depending on the workpiece material. We can achieve extremely high metal removal rate by using a much higher chip load then in general machining. End mills for HPM having specially developed chip formers in the flute, tip protection, special formed chip space. The application areas for HPM are where operation in a mass production, production time/lead time is of great importance or on products, where high metal removal rate is required.
Advance roughing strategy: This is a well-defined tool path with a constant arc of contact for reliable roughing of simple
T E CH N OL OG Y S OL ID C A RB IDE TOOLS
Advanced MultisensorVision Measuring
Systems
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and complex shapes. The large axial depth and small radial depth of cut combined with high feed per tooth and cutting speeds result in high productivity. When reducing the arc of contact, the amount of heat generated during roughing operation is reduced. As the radial depth of cut decreases, so does a cutter’s arc of contact. A smaller amount of contact results in less friction and therefore, less heat between the cutting-edges and the workpiece. These lower machining temperatures, and in turn, allow for increased cutting speed & shorter cycle times.
Machining difficult to cut materials: Depending on challenges in new difficulties to cut material coming in, the geometries on solid carbide tools take a new height. The formula is simple – to cut the material with ease without compromising on cut time and maintaining the quality requirements. Titanium, nickel alloys and stainless steel, steel alloys are the dominant materials in aeroengine designs. This type of material possesses high specific strength, corrosion resistance, mechanical strength and creep resistance. These are difficult to machine due to high cutting forces, high cutting temperatures, long chipping, abrasiveness & work hardening. Application security and the reliability are the major challenges while machining these super alloys. The use of solid carbide on these materials are increasing and require a special feature on tools. Thick core, special geometries, optimised helix angle, modified grain size and low friction coatings with the optimised machining techniques are the key to handle HRSA materials.
Carbon fiber-reinforced plastic (CFRP): CFRP composite is one of the most sought-after materials owing to its superior physical and mechanical properties, such as high durability and high strength-to-weight ratio. CFRP composites are often used by stacking up with titanium (Ti) to form multi-layered material stacks for applications involving extreme mechanical loads, such as in aerospace and automotive industries. Several problems arise during the machining process due to the non-homogeneous structure and anisotropic & abrasive properties of composites. Traditional methods of micro-machining the CFRP stacks result in several issues, including high-cutting force and high tool
wear, composite delamination, large groove depth in composites and poor surface quality. A lot of R&D has gone through to overcome these issues and develop the end mills which results in trouble-free effective machining for CFRPs. For example, two-in-one geometry solution designed for machining hybrid stacked material combinations, such as CFRP-Ti and CFRP-Alu. Due to its left-hand helix & right-hand helix, this tool prevents delamination, fibre pull-out & chip marks from damaging the workpiece surface and gives a perfect surface finish & prevents chip pollution between the two stack layers.
Ceramic end mills: Another development is to achieve revolutionary speeds in superalloys with ceramic end mills. SiAlON ceramics, high strength geometries and reinforced frontal tooth are some of the main features of these highly optimised tools and allow full utilisation of high-speed, high-performance machining tools. The tools can operate at a cutting speed of up to 1200 m/min and can offer a significant productivity increase when compared to standard solid carbide solutions.
Barrel tools: Barrel tools are another example of the developments in solid carbides and the productivity can be multifold as compared to the normal solid carbide tools. The main trust is to improve the process in machining to reduce the machining time, improve the surface integrity and the reliability. For the fastest, most reliable finishing operations, new barrel-shaped tools use an innovative ‘taper’ or ‘drop’ geometry with a 10° rake and 20° helix angle to enable large increases in stepover. This is possible through the use of advanced CAD/CAM systems or new plugins built for the uses of these tools. Using 5-axis machine movement, the tool’s cutting profile can always remain engaged with the surface of the part at the proper angle. Finishing tough materials, such as titanium, precipitation-hardened steels and stainless steel can require slow cutting speeds and multiple tool geometry variations that lead to long cycle times. Speed up these time-consuming processes without speeding up the spindle using new barrel solid end mills. With a 5-axis machine, these innovative, circle-segment end mill geometries allow for big stepovers to finish the same parts up to 80% faster than conventional ball-nose end mills. ☐
TECHNOLOGY MACH IN ING
33EM | J u n 2021
G-Code verification – What are you really checking?It is important for everyone involved with CNC machining to make sense of what they are inspecting and what they are missing before applying a machining process to a cutting tool or raw material. Manually doing so is a lengthy task, consuming time of both labour and the shop floor. The article analyses how independent G-Code verification helps verify and optimise the machining process, reduce fear of a new NC program and time to set-up.
With so much at stake, including the value of the raw or partially completed material, the cutting tools and workholding systems, as well as the structural integrity of the machine tool itself, any NC programming errors will always prove to be costly. Alongside the potential damage to one’s production capacity, there is the prospect of negatively harming the reputation of one’s business. While everyone involved with CNC machining understands the importance of checking and verifying the machining process before applying a cutting tool to the raw material, one should consider – what are they really checking? More importantly, what is one missing?
With multiple lines of code NC, program errors are a common cause of machine crashes, and the two main sources of errors are programmer mistakes (we are only human) and errors introduced by the CAM system’s post-processor. For programmers and machinists, the task of manually proving out a process can be
slow – checking line by line, block by block to make sure there are no errors in the program. The machine is held up, production time is occupied, and the chances of missing an error that could ultimately result in a very costly crash are extremely high, especially on complex multi-axis machining systems.
An alternative to the manual prove-out is to apply CAM simulation and verification software. Many CAM packages will accurately simulate machine motion and are often used to give feedback about the overall machining process. However, despite advances made within the CAM systems, they are still limited when compared to independent third-party simulation systems, such as VERICUT.
Limitations of CAM verification
CAM systems offer varying levels of verification based on
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34 EM | J u n 2021
CL data that has been post-processed into machine-specific G-Code. In reality, this means the CAM system is simulating something different to what the machine will actually run. This is, of course, one of the main hurdles for CAM simulation and verification. Any simulation that runs on CL data cannot be fully trusted. It is not running the exact same thing that the actual machine is running, so there will be differences – in essence, it is guessing and projecting what the machine will do as opposed to representing what it will actually do.
In addition, getting true parameters from the machine, such as rotary behaviour, shortest distance and so on, is problematic. While machine reference locations, such as ‘going home’, where is ‘home’, how does it get there, as well as tool change locations, including where does it need to go and how does it get there, are another major limitation of internal CAM verification systems.
The post-processor itself can also introduce errors that could damage the part or the machine. Most CAM verification will use component software for machine simulation, an outsourced generically integrated third party plug-in to the software, and it is mainly just for material removal and not actually simulating the actual machine motion. There are some verification systems out there that state, “we’re simulating the actual G-Code”. What they are actually doing is posting it & simulating it at the same time, and they are projecting what their post is supposed to be doing. So, how can you trust a post-processor driven simulation? Who checks the validity of the post-processor?
Independent G-Code verification is the only way
Independent G-Code verification software, such as VERICUT verifies post-processed G-Code instead of the CL data. This is the exact same G-Code that runs within the NC system of the machine, so the software is able to carry out a comprehensive machine simulation based on the same data that will operate the machine. Unlike CAM verification, the machine features, components, fixtures and stock are identical to the physical process, and it offers accurate feature-rich models,
cylinders, cones and so on. Multiple set-ups are supported as cut stock is automatically transferred between set-ups in the proper orientation. All cut history is maintained from the first set-up to the second set-up and so on. This allows the user to quickly and easily identify problems with a click of the mouse.
Measurement and inspection tools allow the user to check and verify the dimensional accuracy of cut models, something most CAM verification systems cannot do. With in-process measuring, known as X-Caliper in VERICUT, cut stock can be measured at any time, including hole depths, volume removal, model thickness, air distance, diameter/radius, the centre of gravity and many more. While the AUTO-DIFF feature compares the CAD design model to the simulation to detect differences, gouges or excess material, the user can be certain that the final component will precisely reflect the design intent.
VERICUT not only simulates and verifies the accuracy of the machining process but also optimises the G-Code by adjusting the feed rates for each cut to make the process safer, faster and more efficient. It drastically reduces cycle times, so inadvertently, one gets faster turnaround, less outsourcing, reduced tool breakage and longer tool life.
The advantages of using independent G-Code verification
Simulating, verifying and optimising the machining process with independent G-Code verification software, such as VERICUT, eliminates any fear of a new NC program and reduces set-up time. The checking is done during production planning before any real machining starts. So, one never has to waste valuable machining time and be confident that the process will deliver accurate parts with no machine crashes while adjusting feed rates to optimise machining time and prevent broken cutters.
Given the advantages of using an independent verification system, one has to ask, ‘is one’s internal CAM simulation good enough?’ ☐Courtesy: CGTech
G-Code that runs within the NC system of the machine can carry out a comprehensive machine simulation based on the same data that will operate the machine
TECHNOLOGY D I G I TAL M ANUFACTUR ING
35EM | J u n 2021
Digital manufacturing in the automotive industryThe automotive industry is changing rapidly and digital transformation in it is a major disruptor. In a time of huge technological innovation & continuous change, this article embarks on a journey exploring the latest trends & technologies in digital manufacturing, in the automotive industry.
The automotive industry has gone through several transformations over the years and the same has impacted manufacturing planning. Automobile manufacturing always focused on producing vehicles faster, better and cheaper by conceiving different methodologies. The earliest reference to manufacturing productivity is the Ford Assembly Line concept in 1911. The robotics revolution was triggered by Unimate from General Motors, the very first industrial robot in 1961. Robotics, Artificial Intelligence and the Internet of Things have all become part of a new industrial revolution.
Over this evolutionary cycle today, the smart factory requires heavy investment in connectivity & automation, advanced algorithms for managing workflow, scheduling jobs, creating supply side and customer side information sets. High
investments are also required in technologies that enable virtualisation of design & testing to achieve faster time-to-market and lower physical prototyping & testing costs.
Industrial revolution I, II, III, IV
The first industrial revolution started with the introduction of the steam engine innovation that enabled large scale manufacturing of goods, such as textiles, coal, paper, etc. The second industrial revolution can be attributed to the introduction of electricity and it enabled the mass production of goods. The third industrial revolution was all about computers. The fourth industrial revolution – also referred to as Industry 4.0 – is the ongoing transformation of traditional manufacturing and
Suresh Kumar,General Assembly Expert,Ex Ford, Ex Mahindra
Images courtesy: AdobeStock
36 EM | J u n 2021
D IG ITAL MAN UFACT UR IN G | T E CH N OL OG Y
industrial practices combined with the latest smart technology. Digital manufacturing is one piece of this jigsaw puzzle and
is a bridge between the third and fourth industrial revolution. Many organisations do not possess sufficient technology and automation to migrate to Industry 4.0.
Digital manufacturing in automobile industry
The definition of digital manufacturing is multidimensional and varies from industry to industry. Digital manufacturing is the key enabler of Industry 4.0 and can be defined as a computer-based system comprising simulation, three-dimensional visualisations, analytics & various collaborations of tools to create product & manufacturing process definitions simultaneously. A digital manufacturing system allows manufacturing engineers to create the complete definition of the manufacturing process in a virtual environment and develop the digital factory.
The concept of digital twin, which is a virtual replica of the product through its lifecycle, is also gaining importance in the industry. Digital manufacturing is a proactive approach to develop, simulate and deploy the real manufacturing environment to study manufacturing impacts & challenges.
The focus of digital manufacturing revolves around the four Ps – product, process, plant & people. Digital manufacturing enables one to formulate and develop upfront planning on how to deploy the product, process, plant and people. This enables one to clearly define the targets for scaling the production process from one plant to another.
Digital manufacturing can also be defined as ‘simulate all the processes of production using 3D models of the product & resource using computer’. The objective of digital simulation is to optimise the four Ps. The strongest benefit of digital manufacturing is proactively working on ‘what-if simulation’. We can know various results based on alternatives before the actual manufacturing is completed. The computer-based simulation can save the cost of real try-out & danger. Various digital manufacturing solutions are used in the automotive industry in different domains. A portfolio of tools and solutions are detailed below (Not limited to the below).
The digital manufacturing domain includes, but is not limited to virtual prototyping, ergonomics analysis, robot simulation and OLP, tolerance simulation, digital quality
simulation, discrete event simulation, virtual NC simulation, forming simulation, casting simulation, moulding simulation, digital process planning, digital inspection and so on.
Why digital manufacturing?
Traditional product development is focused purely on the product design and aesthetic development. Prototyping & manufacturing processes are followed at a late stage. This often causes long lead times if the design cannot be manufactured. The introduction of simultaneous digital manufacturing ensures that the product designs are verified early. In many organisations, the physical prototypes are replaced by virtual prototype and digital manufacturing evaluations are conducted. This reduces the overall product development time as well as the cost of physical prototypes. The key advantages of digital manufacturing are as follows –
• Faster product development – Less time due to all virtual manufacturing is conducted in the digital world
• Low prototype cost – The reliability of virtual prototypes enables one to go for less physical prototypes
• Variant & complexity management – Multiple variants & DMU are conducted for complex products
• Manufacturing feasibility – Simulations for moulding, casting, forming identify manufacturing bottlenecks, if any
The latest trends & technologies from the digital manufacturing world
VR, AR, MR TechnologiesThough VR/AR technologies have been available in the
market for some time, the use of these technologies was limited due to –
• Heavy product data in the automotive industry • Pre-process of CAD data for VR/AR platform • Internet bandwidth for intercontinental collaboration• Large and clumsy hardware to operate the environment With the introduction of lightweight CAD formats, high
internet bandwidth, lightweight hardware, VR/AR technologies are getting more and more popular in the simulation domain. Many organisations are testing VR/AR applications and exploring the capabilities. The present penetration of VR/AR in digital manufacturing is roughly 5%
TECHNOLOGY D I G I TAL M ANUFACTUR ING
37EM | J u n 2021
of the overall simulations in the digital manufacturing domain. COVID-19 has accelerated the adoption of some of this technology. The virtual training of blue collars with VR/AR is gaining popularity for the management of new model introduction. VR/AR technologies have a potential to scale up in the simulation industry and become a daily used product & application.
Digital twin vs digital shadowThe digital twin is an active simulation aiming to run in
parallel and interact with a physical twin. A virtual copy of a real product, process, plant or people constitutes the digital twin.
Digital shadows are abstracted traces captured by sensors/cameras of the real/physical environment. The data generated live is used for live dashboards, system monitoring, predictive maintenance, etc. More developments are expected in the digital twin and digital shadow domain.
Virtual commissioningVirtual commissioning is the latest trend picking up in
digital manufacturing due to the COVID-19 travel restrictions. In virtual commissioning, highly complex manufacturing automations can be completely modelled in the virtual commissioning engine, with which the entire system can be virtually run, with Hardware in Loop (HiL). A functional digital twin interacts with physical hardware and simulates the production environment. The systems can be tested virtually from remote locations and verified for the performance. The entire production performance can be verified and validated even before starting the assembly of the actual solution, line or machine. The nascent stages look promising & very complex systems can be tested and buy offs can be done without the need for travel.
Intelligent & adaptive machining The methodology in CNC machining has progressed over
the last few years. The tool path generation, cutting feed, axis synchronisation and more can be simulated & virtually tested with machine beds. The latest technology involves intelligent machining where feed rates can be kept constant with an adaptive tool path. Adaptive machining optimises the tool feed & path and provides greater productivity & quality. A similar approach is also followed in forming, moulding & casting simulation in the pre-processing domain.
Future research areas in digital manufacturing
Data-driven digital manufacturing would be one of the key pillars of future digital manufacturing. Today, very few organisations are able to use their legacy data in digital manufacturing. This is attributed to the multiple legacy systems, challenges in data migration, expensive transformation process. However, once these data are structured and organised, it can be used for digital manufacturing to a great extent.
Today, 90% of digital simulations are executed manually. Thus, digital manufacturing simulations are human-intensive and consume time in processing. It also gives a potential opportunity for automating the simulations and reduce the engineering hours spent on the project. PLM systems which can integrate product–process interactions in live and automatically detect & report as in the case of RPAs are the future to reduce the dependency of human effort.
AI-based digital manufacturing solutions are also getting evolved and tested for various PoC in different industries. The future of digital manufacturing is unpredictable, but we expect more and more organisations to utilise data as the foundation for the future. ☐
Digital manufacturing domains examples from the automotive industry
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RENEWABLE E N E RGY S PE C I AL F E AT URE
Replacing exhaustible with endless: Transitioning India’s renewable statureIndia aims to reduce its emission intensity by 33% by 2030, but various loopholes hinder the growth and shift to renewable energy. Especially given the COVID crisis, there are new challenges further hindering domestic growth. The article, with expert opinions, explains India’s development so far, the weak points, challenges, technology trends and solutions for proliferating India’s renewable energy portfolio.
Renewable Energy (RE) sources have been establishing a growing prowess and have kick-started the shift to sustainability, reducing the carbon footprint and enabling a greener world slowly. According to International Energy Agency (IEA), the share of RE in the global energy mix is set to grow from the current 11% to over 20% by 2040. While the transformation to RE was in pipelines, driven mainly by climate change, COVID-19 has acted as a catalyst globally. As per PowerTechnology, the pandemic-led lockdowns led to an 8% decline in energy-related emissions and a 6% decline in
energy demand, which increased renewable’s share in electricity. India, till February 2020, had an RE share of 23.9%, i.e., 368.98 GW in the total installed generation capacity. As part of the Nationally Determined Contribution (NDC) under the Paris Peace Agreement for the period 2021-2030, India aims to reduce the emission intensity of its GDP by 33% by 2030 from the 2005 level and achieve 40% cumulative electric power installed from non-fossil fuel-based energy sources with the help of technology and low-cost international finance by 2030. But the growth trajectory on energy generation
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Anvita PillaiSub-Editor & [email protected]
39EM | J u n 2021
SPEC I AL F EATURE RENEWABLE ENERGY
shows a steep decline post 2014-15. While 2014-15 witnessed an 8.84% growth in total generation, 2019-20 had only 0.95% growth, and until February 2021, there was a -2.49% growth (Acc to GOI Ministry of Power) (see graph).
The poster boy for the world
Experts believe, going forward, India’s growth trajectory in energy consumption will be the fastest among all significant economies by 2040 and is gathering speed with RE increasing its share. Chiranjeev Saluja, MD, Premier Energies, advocates, “India has set an ambitious RE expansion target of achieving 175 GW capacity by 2022 & 450 GW by 2030. To achieve this, allocating additional capital infusion of ₹1000 crores to Solar Energy Corporation of India (SECI) and ₹1500 crores to the Indian Renewable Energy Development Agency (IREDA) will boost the non-conventional energy sector. This could be further augmented through the issuance of ‘green bonds’ to RE investments.” However, Dr PKC Bose, Vice Chairman & Managing Director, Enercon Windenergy, argues that the grand target needs more. “The government’s commitment to achieving 175 GW by 2030 is quite ambitious; however, the domestic use of green energy is still deficient in India, which needs to be changed in order to achieve the set target,” he opines.
The Government of India has been active in offering its support for the renewables sector and enhancing local manufacturing of RE machinery, components and equipment. Initiatives like PM-KUSUM, solar rooftops, CPSU, PLI scheme for encouraging the production of high-efficiency solar modules, safeguard duty on imported solar cells, etc are all steps in the right direction, but more needs to be done
given the pandemic slowdown. Transparency and clarification on existing policies will go a long way in bringing the manufacturers at ease. Dr Hitesh Doshi, Chairman and Managing Director, Waaree Group, believes that the country lacks a holistic manufacturing ecosystem to produce raw materials at competitive prices locally. Uncertainty may even discourage domestic players from purchasing solar modules from Indian manufacturers ahead of the expiry of safeguard duties in July 2021. As the BCD comes into effect in April 2022, India will become a dumping ground for solar modules with no duty barriers on imports for nine months.
Moreover, it is imperative to protect the current interest of the domestic manufacturers and infuse confidence among them. Doshi suggests, “The government needs to urgently ramp up domestic production of raw materials to enable us to increase manufacturing capacities. Additionally, we also need to invest in R&D to introduce innovations that will help us increase output without impacting manufacturing costs.”
Challenges in the change
Several businesses, like manufacturing, IT, real estate, construction, etc, consume a lot of fossil fuels not because there is no other option for energy but because it is abundant and cheap to use. Vamsi Gaddam, JMD, Visaka Industries, avers, “Most RE policies enact or revise focus on the power sector, yet a big challenge for the RE industry has been the competition from heavily subsidised conventional energy.” Compared to conventional energy sources like fossil fuels, the electricity generation capabilities of renewable energy are not large enough to cater to the power requirements of
Graph showing growth in total generation by Government of
India‘s Ministry of Power
40 EM | J u n 2021
RENEWABLE E N E RGY S PE C I AL F E AT URE
industries. Sachidanand Upadhyay, CEO & Director, Lord’s Mark Industries, asserts, “The installation of RE facilities requires a large upfront capital outlay with high-maintenance expenses. The lack of a strong transmission and distribution network has the potential to make RE a commercially unviable option in the long run.” To make RE more attractive, India needs stringent policy frameworks, entrenched technological developments and incentives to promote it. Bose believes, “The Indian corporates are still not committed, which needs to be changed. If Indian corporates commit using 50% of their energy requirement through RE, it will be a game-changer for the country.”
Tech trends in RE
The basic principle of using renewables is to extract energy from a constant source in the environment, like the sun, the wind or geothermal sources. Gaddam cites, “The range of technologies that cater to generation, storage and distribution forms the biggest energy industry trends.” IoT-enabled application in the form of sensors attached to power generation, transmission and distribution are pivotal to driving sustainable energy production. “IoT-driven solutions facilitate the implementation of analytics and data processing solutions to prevent unplanned downtime and optimise power generation. It can help reduce wastages through real-time data generation facilitating greater control over resources and remote monitoring of equipment on a real-time basis,” discloses Upadhyay. IoT will also play a key role in maximising the efficiencies of grid management, enabling the inclusion of more distributed resources into the grid, implementing smart grid technology to provide benefits of reduced power costs for consumers and lower operational costs for power utilities.
Trends in the sun: With the emergence of solar energy technology, there has been a significant use of Machine Learning (ML) and Artificial Intelligence (AI) through microgrid controlling, enabling smart and centralised control of the system. Saluja explains, “AI makes it possible to learn from Big Data, which will change the way we control
RE. Focusing on things like weather forecasts and load predictions will help us better integrate this energy into the grid.” Automation in terms of asset management is another emerging trend that allows monitoring of the plant & machinery, and it gradually decreases the dependency on manual processes. It also enables the industry to set newer business targets and use technology optimally to achieve goals. “Technological advances in solar energy are not only helping industries keep up with the growing trend but is also catering to the growing demand,” adds Saluja.
Trends in the wind: There are some excellent innovations taking place in the wind energy sector, too. For example, using carbon fibre for producing the longer blades for reducing weight instead of glass fibre, modular generators that are
“What we need is a national strategy, where all constituents – generators, distributors, financiers, bureaucrats and the country’s central and state leadership – come together and utilise the abundant resources available” Vamsi Gaddam, JMD, Visaka Industries
“The Indian corporates are still not committed, which needs to be changed. If Indian corporates commit using 50% of their energy requirement through RE, it will be a game-changer for the country.” Dr PKC Bose, Vice Chairman & Managing Director, Enercon WindEnergy
“The government must ensure a stable policy framework on renewables which is followed both at the centre and the state levels. This includes enforcing the amendments in the Electricity Act of 2003, privatisation of T&D systems and continuing higher allocations of funds to upgrade both inter-state and intra-state transmission networks.” Chiranjeev Saluja, MD, Premier Energies
41EM | J u n 2021
SPEC I AL F EATURE RENEWABLE ENERGY
compact and highly efficient in performance, Modular Steel Tower (MST), etc. Bose mentions, “The impact of implementing the changes will be reduction in energy & maintenance cost, more environmental-friendly solutions, etc.”
The future outlook
A clear focus on increasing the share of RE in the overall energy mix will drive inclusive growth of the country by providing energy access to all sections of the populations, particularly the marginal and the disadvantaged. Gaddam mentions, “What ails India is that it does not have an over-arching energy roadmap. What we have are a bunch of policies that are focused on short-term solutions. What we need is a national strategy, where all constituents – generators, distributors, financiers, bureaucrats and the country’s central and state leadership - come together and utilise the abundant resources available.” To power ahead, Saluja mentions, “Firstly, the government should aggressively promote renewable-solar integrated Battery Energy Storage Systems (BESS) by bringing the required regulatory and fiscal incentives to this segment to help store and stabilise power. They can also help in addressing the limitations of RE and in the growth of microgrid or off-grid projects.” He continues, “Secondly, the government must ensure a stable policy framework on renewables which is followed both at the centre and state levels. This includes enforcing the amendments in the Electricity Act of 2003, privatisation of T&D systems and continuing higher allocations of funds to upgrade both inter-state and intra-state transmission networks.”
Though the government has permitted 100% FDI in the RE sector, Upadhyay suggests, “The government and industry must collectively work towards increasing the penetration of RE in the overall power mix to make electricity systems cost-optimal, & productive and commit to increasing the R&D investments in clean energy technologies.” With one of the longest coastlines, we should focus on developing commercial coastal wind farms. The arid Thar is again an opportunity to develop massive solar energy farms. Solar energy is the most cost-effective option for India to reduce energy poverty and help remote & rural areas get access to electricity. The need of the hour is a very cohesive
approach by all stakeholders, which is missing heavily. Bose suggests, “Once the government introduces the international standard of policies, regulations and systems, India can be much stronger in the global map of RE for sure.”
Cohesively giving what RE needs for future
The demand for clean energy will continue to grow given the growing population, GDP, boosted urbanisation, the commitment to the Paris Climate Agreement, etc. Though emission intensity to GDP improves significantly, it gets dampened due to the continuous increase in absolute emissions. It implies capacity addition would not be sufficient to make energy systems clean; it would be essential to improve RE generation by improving efficiency. India has always been a cost-sensitive market. Cost elasticity will be crucial for higher penetration; lower the cost of installing and maintaining, higher the chances of newer capacity addition. We need to actively come up with game plan to make full-fledged use of our islands and coastlines for RE generation. Technology needs to be the key driver of this change for global advancement and cost optimisation. The government and companies need to work in tandem to drive the required technological and R&D developments to achieve the prescribed goals by 2030. ☐
“IoT-driven solutions facilitate the implementation of analytics and data processing solutions to prevent unplanned downtime and optimise power generation. It can help reduce wastages through real-time data generation facilitating greater control over resources.” Sachidanand Upadhyay, CEO & Director, Lord’s Mark Industries
“The government needs to urgently ramp up domestic production of raw materials to enable us to increase manufacturing capacities. Additionally, we also need to invest in R&D to introduce innovations that will help us increase output without impacting manufacturing costs.” Dr Hitesh Doshi, CMD, Waaree Group
7410009435/36
CUSTOMER SATISFACTION
With reliable manufacturing processes
VOL 10 | OCT 2019 | ` 100
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EFFICIENT MANUFACTURING
www.industr.com/en
EM - Interview
Petr Novotny,Managing Director Scania Commercial Vehicles India (p. 30)
FOCUS Cutting Tools P. 38
SPECIAL FEATURE Industrial Maintenance P. 54
EM | J u n 2021 43
NEWS TECHNOLOGY
Locking and interlocking safety switch
Schmersal recently introduced a locking device, which comprises of two
separate functions – an interlock function and a locking function. The interlock
function monitors the position of the guard. If the guard is opened (actuator
separated from the switch),
the interlock function will
prevent the safety circuit
from completing. For both
guard locking and process
locking devices, this
interlock function must satisfy all relevant safety requirements. The role of the
locking function is for the safety switch to retain its actuator, thus maintaining
a closed and locked guard until a release signal has been received. Only once
this signal has been received the switch unlock will allow the guard to be
opened. The monitoring for a safe state, which will trigger the unlock signal,
can be achieved by a variety of different practices. The main reason for process
locking is to avoid damage to goods and/or the machine. A locking device will
have one of the four different operating principles as defined by ISO 14119:
• Spring-to-lock, power to release
• Power-to-lock, spring release
• Power-to-lock, power-to-release (bistable)
• Electromagnetic locking
MS geometry inserts
WIDIA recently announced the release of a new MS geometry insert for TOP
DRILL™ Modular X (TDMX) drill. With the MS geometry expansion, the TDMX
platform now offers three material-specific
inserts, broadening the platform’s application
capabilities to include inclined entry and exit,
stacked plates and cross-hole drilling in
stainless steel, super alloys, steel and cast
iron materials. The drill’s X-shaped pocket
and tapered seat provides stability in
challenging applications while making it easy
to change out the insert without disassembling
the body from the holder. These key design
features reduce unstable cutting conditions
experienced with other drills commonly
available in the market today while enabling higher penetration rates and
reducing overall machine set-up times and costs. The TDMX modular drill
features a double angle pocket seat design and a flanged shank that provides
outstanding flexibility and stability. All three inserts can be reground to extend
the life of the tool. TDMX is available in both imperial and metric sizes in
1.5xD, 3xD, 5xD, 8xD, 12xD and diameter ranges of 16 to 40 mm.
Email: [email protected] | Tel: +91-213 861 4743
Email: [email protected] | Tel: +1-724-539 3877
Schmersal India | Pune
WIDIA Products Group | Pennsylvania, USA
Release types as defined in the standard ISO 14119
MS geometry insert for the
TDMX modular drill platform
Permanent magnet motor compressors
Chicago Pneumatic, a part of Atlas Copco group in India, recently launched
two new product variations in their permanent magnet motor compressors –
CPMV and CPVS range. Equipped with a proven energy-saving technology of
permanent magnet motors, the products
offer increased reliability, maintenance-free
operation and energy savings of up to 45%. The
key industry segments, such as general
engineering, manufacturing, grain sorter,
pharmaceutical, steel, where pneumatic and
screw compressor applications come into play,
will benefit from these compressed air solutions.
The new products with highly engineered
innovation are intended towards enhancing customers’ productivity, reducing
energy consumption and offering higher uptime & reliability. The products are
available across the country to fulfil the demand of customers even in shorter
duration through the distributors. As a part of their existing portfolio, the
company also offers a prominent range of screw compressors, oil-free air
compressors, CNG compressors, air treatment solutions, piping solutions and
everything required for a complete compressed air system, refrigerant dryers,
line filters, air receivers and piping solutions.
Email: [email protected] | Tel: +91-20-3985 2100Chicago Pneumatic Compressors | Pune
CPMV 75 PM
Advt
44 EM | J u n 2021
H IGHL IGH T S CO MPAN Y INDEX | IMPR INT
» Battery Technology for EVOver the last two decades, lithium-ion battery technology has worked its way to the forefront of the automotive market. But, battery is the single most expensive component in the electric vehicle. The subsequent edition explores the important trends that will affect the battery manufacturing for EV, how EV manufacturers can enable extreme fast charging for vehicles and the science of battery technology.
Highlights - July 2021
COMPANY INDEXName . . . . . . . . . . . . . . . . . . . . . Page
AGI Glaspac . . . . . . . . . . . . . . . . . . . 10
AIFI (Association of Indian Forging Industry) 25
Air Works . . . . . . . . . . . . . . . . . . . . . 08
Altigreen . . . . . . . . . . . . . . . . . . . . . 23
Balasore Alloys . . . . . . . . . . . . . . . . . 06
BatX Energies . . . . . . . . . . . . . . . . . . 11
Blaser Swisslube . . . . . . . . . . . . . . . . 17
CGTech . . . . . . . . . . . . . . . . . . . .19, 33
Chicago Pneumatic Compressors . . . . . 42
Confederation of Indian Industry (CII) . . . 09
Cooper Corporation . . . . . . . . . . . . . . 23
Cyient . . . . . . . . . . . . . . . . . . . . . . . 26
EMO Milano . . . . . . . . . . . . . . Back Cover
Enercon WindEnergy . . . . . . . . . . . . . 38
Name . . . . . . . . . . . . . . . . . . . . . Page
Erwin Junker Maschinenfabrik . . . . . . . 07
ExxonMobil Lubricants . . Front Inside Cover
Frost & Sullivan . . . . . . . . . . . . . . . . . 08
Gateway House . . . . . . . . . . . . . . . . . 14
Godrej & Boyce Mfg Co . . . . . . . . . . . 20
Godrej & Boyce . . . . . . . . . . . . . . . . . 24
Hongyi Jig Rapid Technologies . . . . . . . 24
ifm electronic India . . . . . . . . . . . . . . 02
igus . . . . . . . . . . . . . . . . . . . . . . . . 09
JBM Group . . . . . . . . . . . . . . . . . . . 22
Jyoti CNC Automation . . . . . . . . . . . . . 01
Kaizen Hansei . . . . . . . . . . . . . . . . . . 24
Kennametal . . . . . . . . . . . . . . . . . . . 13
Kim Union Industrial Co . . . . . . . . . . . . 43
Name . . . . . . . . . . . . . . . . . . . . . Page
Kyocera CTC Precision Tools . . . . . . . . 29
LAPP . . . . . . . . . . . . . . . . . . . . . . . 23
Lien Chieh Machinery Co . . Back Inside Cover
Lord’s Mark Industries . . . . . . . . . . . . 38
Objectify Technologies . . . . . . . . . . . . 08
Premier Energies . . . . . . . . . . . . . . . . 38
QVI India . . . . . . . . . . . . . . . . . . . . . 31
Robinsons Global Logistics Solutions . . . 25
Schmersal India . . . . . . . . . . . . . . . . . 42
Seco Tools . . . . . . . . . . . . . . . . . . . . 30
The Chiron Group . . . . . . . . . . . . . . . 08
Visaka Industries . . . . . . . . . . . . . . . . 38
Waaree Group . . . . . . . . . . . . . . . . . . 38
WIDIA Products Group . . . . . . . . . . . . 42
» METAL CUTTING TECHNOLOGYMetal cutting machining is one of the key techniques in manufacturing industries for shaping particular product or a component. The industry is evolving with the growth in education to meet the complexity of modern manufacturing. The forthcoming edition explores the new trends in metal cutting technology and how the metal cutting industry has created a major disruption of worldwide supply chains.
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IMPRINT
» CNC & Machine ControlComputer Numerical Control (CNC) is used by modern machine tools to program and control movement of key machine components during machining. The next issue envisages use of STEP-NC standards as one of the ways to integrate machining and inspection processes for CNC machine tools, the most common types of lathes & milling machines and challenges of today’s CNC machining industry to increase efficiency.
» Titanium MachiningTitanium is becoming the fastest favoured material in machining applications. It is being used in an assortment of applications in aerospace, nuclear, military, medical, research, chemical and commerical sector. The following edition analyses the toughest challenges faced by the industry, applications in the industry and more.
210x273_EFFICIENT MANUFACTURING (India)_EMO21.indd 1 08/01/21 11:03
RNI No. MAH/ENG/2010/34603
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