Manufacturing Global - June 2015

TOP 10 Global Food Manufacturers

The Factory

Why, when & how: Implementing Predictive Maintenance For Best Results

w w w . m a n u f a c t u r i n g g l o b a l . c o m

J u n e 2 0 15

Of The Future

3E D I T O R S C O M M E N T

Abigail PhillipsAssociate Editor

[email protected]

T H E N U M B E R O F D O R I T O S chip varieties may be on the rise, but the number of companies that own our favourite food brand is shrinking. A new map from Oxfam Americas Behind the Brands campaign shows the worlds top 10 food companies and what they own, and not surprisingly, they own almost everything. Manufacturing Global unveils the worlds biggest food producers the results may surprise you.

Also in this issue we take a look at predictive maintenance and how it can benefit your manufacturing operation in 2015. From reducing down time to increasing production line safety, it is more than just a buzzword and brings with it long term benefits.

Enjoy the issue!

Introducing the worlds top food producers

Bosgraaf Groups state-of-the-art systems and service for the production of semi-hard and hard cheeses, is a result of the companys extensive experience and innovative technical solutions.

With an unrelenting focus on performance, hygiene and sustainability, Bosgraafs bespoke production facilities ensure that an optimal solution is found across the organisation to suit the clients needs, including the use of robotics in mould handling and treatment lines.

Bosgraaf specialises in cheese moulding, handling and pressing systems as well as rack brining, treatment and maturation installations.

Bosgraaf Group offers a total package

www www.bosgraaf-group.nl

[email protected]

5TOP 10

THE FACTORY OF THE FUTURE14

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Features

GLOBAL FOOD MANUFACTURERS

IMPLEMENTING PREDICTIVE MAINTENANCE FOR OPTIMUM RESULTS

8LEAN

TECHNOLOGY

CONTENTS

By now, weve all played with clouds. And now you want a real one, the kind you can run a business with. Thats when you come to BMC. /URSOWAREBUILDSANDMANAGESCLOUDS EXIBLEOPENANDDESIGNEDTOCARRYTHEWEIGHTOFYOURBUSINESSIt seems simple, really. Until you try it without us.

#bmccloud bmc.com/cloud

By now, weve all played with clouds. And now you want a real one, the kind you can run a business with. Thats when you come to BMC. /URSOWAREBUILDSANDMANAGESCLOUDS EXIBLEOPENANDDESIGNEDTOCARRYTHEWEIGHTOFYOURBUSINESSIt seems simple, really. Until you try it without us.

#bmccloud bmc.com/cloud

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60

42

66

Schindler Lifts (Singapore)

Oji Papeis Especias

Essel Propack Americas, LLC

Montrose Molders

Kimberly-Clark Ecuador

MIDDLE EAST

32 ASTRACHEM

USA

42 Montrose Molders

52 Revere Plastics Systems

60 Essel Propack Americas, LLC

AUSTRALIA

68 Schindler Lifts (Singapore)

78 Plant Miner

AMERICA LATINA

66 Kimberly-Clark Ecuador

76 International Textile Group Mexico

88 Bosal Mexico

118 Association CNC BRAZIL

126 Oji Papeis Especiais

138 GREIF

150 Ciber

160 Tanac

172 Ciplan

186 Amcor

Company Profiles

CONTENTS

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ASTRACHEM

Revere Plastics Systems

Dan Somers of Warwick Analytics talks to Manufacturing Global about how far predictive maintenance has come: when it can help, when it cant and what is the true state-of-the-art in terms of new developments in data science

W r i t t e n by : A B I G A I L PH I LLI PS

ImplementingPredictive Maintenancefor optimum results

TECHNOLOGY

1 0 J u n e 2 0 1 5

Constant monitoring

THE MAJORITY OF maintenance is reactive (fix it when broke) or

preventive (fix it just in case). However,

there has recently been a strong drive

towards predictive maintenance which

overcomes the drawbacks of reactive

and preventative maintenance by

constantly monitoring actual equipment

condition and using the data to predict

when a problem is likely to occur.

If it works well, the advantages are

three-fold: it can minimise maintenance

and down time, cut production hours

lost to maintenance, and reduce the

cost of spare parts and supplies.

While it is fair to suggest that the

hype surrounding buzzwords such

as Industry 4.0, Big Data and IoT

have bought the idea of predictive

maintenance to the fore, it is not a

flash in the pan concept and could

save manufacturing firms both time

and money, if implemented correctly.

Dont believe all the hypeAs Dan Somers of Warwick Analytics

attested: Predictive maintenance is

certainly neither new nor a nirvana by

TECHNOLOGY

I M P L E M E N T P R E D I C T I V E M A I N T E N A N C E F O R B E S T R E S U LT S

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itself: firstly there are many situations

in the most modern plants, where

putting sensors over certain pieces of

equipment is completely uneconomic.

For example, when it comes to low

value, non-critical parts of a factory,

running equipment to failure might well

be the most economic thing to do.

Secondly, there are many situations

where predictive maintenance just

doesnt work very well. It can easily

end up generating a lot of false

positive alarms and false negative

unalarmed failures particularly in the

case of machinery with an unknown

pattern of degradation, which is

unfortunately, most machinery given

that it isnt designed to fail predictably

in the first place. Expensive and

complex machinery breaks without any

well-defined or known signal, means

that parts are fixed for no reason or the

predictive maintenance is effectively

useless for the most costly one-offs.

New technology and buzzwords are

not necessarily the answer to resolving

this: When you take the hood off some

of the latest and greatest predictive

maintenance packages, they are in

reality either a recipe-builder modelling

platform with standard predictive

analytics algorithms and techniques

or a library of known signals for

equipment that fails in a known and

predictable way. Anecdotally there are

significant disconnects between the

amount of marketing dollars that some

companies pour into this area versus

the capability and satisfaction, he said.

Upon speaking to a number of plant

managers, the general consensus was

that some off the shelf technologies

only reacted to predictable and

contrived circumstances, and didnt

understand the working patterns of

the machines they were monitoring.

So what is the explanation for this?

Well, simply put nearly all predictive

analytics algorithms require a

Savings of 30-40 percent 10-fold return on investment (ROI) Maintenance cost reduction

of 25-30 percent Breakdown elimination

of up to 75 percent Reduction in downtime

from 35-45 percent Increase in production of 20-25 percent.

ACCORDING TO THE PROCESS INDUSTRY FORUM THE BENEFITS OF IMPLEMENTING A PREDICTIVE MAINTENANCE PROGRAM ARE CLEAR:

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The data dilemma So can anything really be done?

Well, yes and no. Maths is maths

and data is data, said Somers. If there

isnt enough data being monitored

then theres a limit. However most

conventional systems which have

some form of condition monitoring

often do not suffer from lack of data.

Often on top of historians and IoT data

there are maintenance databases full

of event logs, unstructured and semi-

structured data including mechanics

logs; there are supply chain/ERP

databases, scheduling data and shift

Predictive maintenance can minimize down time, cut production hours lost to maintenance, and reduce the cost of spare parts and supplies

hypothesis,explicit or implicit, i.e.

a known signal to look for, said

Somers. Some of these (decision trees

and neural networks) can be trained

from multiple failures of the same type

when the data is clean and consistent

but in the world of maintenance, data

is rarely clean and by the time you have

a statistically significant sample of

failures you really have a much bigger

problem. Mostly the problem is that

issues look like one-offs, so trying to

find an unknown unknown signal

without generating lot of false alarms is

much more of a challenging problem.

TECHNOLOGY

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I M P L E M E N T P R E D I C T I V E M A I N T E N A N C E F O R B E S T R E S U LT S

data; testing data and process data.

But how do you join, clean, transform

and analyse all this? The problem is

basically one of data-rich, information-

poor. The current methods involve

data scientists spending weeks

and sometimes months focusing

on a specific repeatable issue and

building the perfect model.

Apart from this, can

anything else be done?

The answer is surprisingly yes.

There are technologies emerging into

the mainstream from a highly scientific

background that can either automate or

greatly assist with the joining, cleaning

and transformation of disparate and

unstructured data and some that have

predictive analytics algorithms that can

work with dirty and incomplete data.

There are different ways to resolve the

same problem and different strengths

and weaknesses of each. Some dont

have the marketing muscle of the big

brands, but they gain credibility from

actual performance, said Somers.

Know your machinesSo the point is not about one company

being somehow better than others,

it is about buyers understanding

what is really going on under the

hood and what the limitations are.

Also it is not necessarily about the

technology at all but about not getting

carried away with the hype, and just

implementing good processes.

For instance LNS research recently

published useful recommendations for

manufacturers looking to implement

predictive maintenance in their

plants. Start by categorising assets

according to reactive, preventative

and predictive maintenance. Begin

with the assets that would benefit

best from a predictive maintenance

approach. These are the ones you

will want to start with, especially if

you are trying to demonstrate quick

wins with senior management, from

whom you may require endorsement

for a more comprehensive

predictive maintenance program.

Overmaintaining can really be as

bad as too little maintenance.

The payback in preventive

maintenance is not just trying to

avoid failure; it is also trying to

avoid over maintenance, especially

from a cost perspective.

So in essence, think before you

make critical business decisions and

ensure the software you purchase

works for your systems.

The FactoryOF THE FUTURE

Industrial machinery robotic machine at Fiat Cars Serbia factory, Kragujevac.

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The evolution of the modern manufacturing industryWri t ten by: DAVID PETRUCCI , VP Manufac tur ing Analy t ics , Genpact

THERE IS NO doubt that the rebirth of robotics and automation

is transforming the manufacturing

landscape. As emerging IoT

technologies are integrated into

plant floor processes, operations

can be run more efficiently,

reducing costs and increasing the

speed of production output.

However, the industry needs to

continue to adapt. Currently, operations

are focused on Big Data software

and device level processes, and many

decision makers arent taking a step

back to examine how to implement

new transformative advanced

analytics into their daily operations.

Integrating Internet of Things hardware into plant floor processes The first generation of the Internet

of Things is already here, with smart

sensors and intelligent devices within

products such as connected cars,

connected homes and aeroplanes.

However, manufacturers rarely

incorporate the Internet of Things

(IoT) into their own manufacturing

processes. I believe that over

the next few years the Internet

of Things will have a large role in

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Google driveless-car

Amazon delivery drone

Nests smart home thermostat

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creating the Factory of the Future.

With the increased demand for

products and new assembly lines,

manufacturers will begin to look

at harnessing IoT technologies to

increase the efficiencies of their

manufacturing processes. A major

area of focus will be to drive towards

machine learning, which in its simplest

form is making machines smarter on

their own so they run more efficiently

and intelligently based on their

environment, and what i s around them.

By implementing IoT into

the manufacturing process,

maintenance issues can be

optimised and costs associated with

downtime drastically reduced.

The importance of analyticsIoT technologies have the potential

to make processes more efficient

but in todays world they also require

a dedicated team of data scientists

to apply advanced algorithms to

mine actionable insights. Its all

well and good having the ability to

mine vast quantities of data from

factory processes, but there is a

need to make this data relevant,

actionable and integrated into daily

operations in order to improve

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There needs to be a shift to a more inclusive model where data is used across the business, in particular within manufacturing processes to save costs and increase efficiencies

T H E F A C T O R Y O F T H E F U T U R E

processes or in other case sdrive step

change in how we manufacture.

Recently there has been a move to

buy analytics products but the reality

is that manufacturers are not investing

in data analysts and scientists needed

to run advanced algorithms to apply

the data from equipment running on

the plant floor, which is stifling results.

As such, manufacturers are now

considering what to do next. One

option being considered is to look to

outsource technologies and analytics

to third parties in a joint venture, to

quickly drive outcomes. Alternatively

investing heavily in internally building

up the whole infrastructure is required.

Linking data across sales, marketing and manufacturing

Currently many CIOs of

manufacturing companies are

dedicating significant amounts

of time and money building big

data environments and initiatives

that support sales and marketing

functions, which are not directly

linked to the plant floor.

There needs to be a shift to a more

inclusive model where data is used

across the business, in particular

within manufacturing processes to

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There is no doubt that the Factory of the Future; a highly efficient and organised modern manufacturing environment using new technologies and advanced analytics to increase efficiency and profitability, is imminent

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T H E F A C T O R Y O F T H E F U T U R E

the way but soon this will be followed

by other sectors such as oil and gas,

aerospace and heavy equipment.

At the moment manufacturers

are cost conscious and reluctant

to believe in IoT enough to

change their own operations.

Once the whole business is better

aligned, from the board across all

departments and down to the factory

floor, and understand the financial impact

IoT can have on their own operations,

most will understand the need to invest.

This will guarantee them greater

success and will equip them to become

fighting fit for the next Industrial

Revolution, that will neutralise low cost

labour manufacturing by increasing

smart machines and process through

the Factory of the Future concepts.

save costs and increase efficiencies.

An industry that is leading the way on

this is the automotive industry as initial

investment has already happened to

link daily operations with advanced

manufacturing analytics insight.

Factory of the FutureThere is no doubt that the Factory

of the Future; a highly efficient and

organised modern manufacturing

environment using new technologies

and advanced analytics to increase

efficiency and profitability, is imminent.

When properly integrated, IoT

technologies and innovation will

drive better analytics for increased

efficiencies and asset optimisation

inevitably providing a healthier bottom

line. The automotive industry is leading

The automotive industry is leading the way in direct IoT uptake

TOP 10Global Food Manufacturers

Written by: Abigail Phillips

Manufacturing Global uncovers the worlds 10 most powerful food brands

TOP 10

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Global Food Manufacturers

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The number of Doritos chip varieties may be on the rise, but the number of companies that own our favourite food brand is shrinking. A new map from Oxfam Americas Behind the Brands campaign shows the worlds top 10 food companies and what they own, and not surprisingly, they own almost everything.

PepsiCo Inc. is an American multinational food and beverage corporation headquartered in New York, United States, with interests in the manufacturing, marketing and distribution of grain-based snack foods, beverages, and other products. PepsiCo was formed in 1965 with the merger of the Pepsi-Cola Company and Frito-Lay, Inc. PepsiCo has since expanded from its namesake product Pepsi to a broader range of food and beverage brands, the largest of which includes an acquisition of Tropicana in 1998 and a merger with Quaker Oats in 2001, which added the Gatorade brand to its portfolio.

As of January 26, 2012, 22 of PepsiCos brands generated retail sales of more than $1 billion a piece, and the companys products were distributed across more than 200 countries, resulting in annual net revenues of $43.3 billion. Indra Krishnamurthy Nooyi has been the chief executive of PepsiCo since 2006, and the company employed approximately 274,000 people worldwide as of 2013. The companys beverage distribution and bottling is conducted by PepsiCo as well as by licensed

bottlers in certain regions.

10 PEPSICO

T O P 1 0 G L O B A L F O O D M A N U F A C T U R E R S

General Mills, Inc. is an American multinational manufacturer and marketer of branded consumer foods sold through retail stores. It is headquartered in the Minneapolis suburb of Golden Valley, Minnesota. The company markets many well-known North American brands, such as Betty Crocker, Yoplait, Colombo, Totinos, Pillsbury, Green Giant, Old El Paso, Hagen-Dazs, Cheerios, Trix, and Lucky Charms. Its brand portfolio includes more than 89 other leading U.S. brands and numerous category leaders around the world.

9 GENERAL MILLS

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Kelloggs (also Kellogg, Kellogg Company and Kelloggs of Battle Creek) is an American multinational food manufacturing company headquartered in Michigan, United States. Kelloggs produces cereal and convenience foods, including cookies, crackers, toaster pastries, cereal bars, fruit-flavoured snacks, frozen waffles, and vegetarian foods. The companys brands include Froot Loops,

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Kelloggs (also Kellogg, Kellogg Company and Kelloggs of Battle Creek) is an American multinational food manufacturing company headquartered in Michigan, United States. Kelloggs produces cereal and convenience foods, including cookies, crackers, toaster pastries, cereal bars, fruit-flavoured snacks, frozen waffles, and vegetarian foods. The companys brands include Froot Loops,

Corn Flakes, Frosted Flakes, Rice Krispies, Special K, Cocoa Krispies, Keebler, Pringles, Pop-Tarts, Kashi, Cheez-It, Eggo, Nutri-Grain, Morningstar Farms, and many more. Kelloggs stated purpose is Nourishing families so they can flourish and thrive. Kelloggs products are manufactured in 18 countries and marketed in over 180 countries. Kelloggs largest factory is at Trafford Park in Manchester, United Kingdom, which is also the location of its European headquarters. Kelloggs holds a Royal Warrant from Queen Elizabeth II and the Prince of Wales.

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Associated British Foods plc is a British multinational food processing and retailing company whose headquarters are in London, United Kingdom. Its ingredients division is the worlds second-largest producer of both sugar and bakers yeast and a major producer of other ingredients including emulsifiers, enzymes and lactose. Its grocery division is a major manufacturer of both branded and private label grocery products and includes the brands Mazola, Ovaltine, Ryvita, Jordans and Twinings. Its retail division, Primark, has around

200 stores with over 6,500,000 sq. ft. (600,000 m2) of selling space

across Austria, Belgium, Germany, Ireland, the Netherlands, Portugal, Spain and the UK.

Mondelz International, Inc. is a North American multinational confectionery, food and beverage conglomerate, employing around 107,000 people around the world. It comprises the global snack and food brands of the former Kraft Foods Inc. The Mondelz name, adopted in 2012, came from the input of Kraft Foods employees at the time, a combination of the words for world and delicious in romance languages.

Mondelz International manages well-known snack brands around the globe, including cookies and crackers (Oreo, Chips Ahoy!, TUC, Belvita, Triscuit, Club Social, Barni, Peek Freans), chocolate (Milka, Cte dOr, Toblerone, Cadbury Dairy Milk, Lacta), and gum and candy (Trident, Chiclets, Halls, Stride, Cadbury Dairy Milk Eclairs).

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Mondelz International, Inc. is a North American multinational confectionery, food and beverage conglomerate, employing around 107,000 people around the world. It comprises the global snack and food brands of the former Kraft Foods Inc. The Mondelz name, adopted in 2012, came from the input of Kraft Foods employees at the time, a combination of the words for world and delicious in romance languages.

Mondelz International manages well-known snack brands around the globe, including cookies and crackers (Oreo, Chips Ahoy!, TUC, Belvita, Triscuit, Club Social, Barni, Peek Freans), chocolate (Milka, Cte dOr, Toblerone, Cadbury Dairy Milk, Lacta), and gum and candy (Trident, Chiclets, Halls, Stride, Cadbury Dairy Milk Eclairs).

Mars, Inc. is an American global manufacturer of confectionery, pet food, and other food products with US$33 billion in annual sales in 2013, and is ranked as the 6th largest privately held company in the United States by Forbes. Headquartered in Virginia, US, the company is entirely owned by the Mars family.

Mars operates in six business segments in the US: Chocolate, pet care, Wm. Wrigley Jr. Company, food, drinks, and symbioscience.

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DANONE

Danone is a multinational food-products corporation based in Paris. It has four business lines: Fresh dairy products, waters, early life nutrition and medical nutrition. In the United States it is marketed as the Dannon Company.

In 2014, fresh dairy products represent 52 percent of the groups total sales, early life nutrition 21 percent, waters 20 percent and medical nutrition 7 percent.

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UNILEVER

Unilever is a BritishDutch multinational consumer goods company co-headquartered in Rotterdam, Netherlands, and London, United Kingdom. Its products include food, beverages, cleaning agents and personal care products. Unilever is the worlds largest producer of food spreads, such as margarine, and its products are available in over 190 countries. Unilever owns over 400 brands, but focuses on 14 brands with sales of over 1 billion euros - Axe/Lynx, Dove, Omo, Becel/Flora, Heartbrand ice creams, Hellmanns, Knorr, Lipton, Lux, Magnum, Rama, Rexona, Sunsilk and Surf.

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2 THE COCA-COLA COMPANYThe Coca-Cola Company is an American multinational beverage corporation and manufacturer, retailer and marketer of non-alcoholic beverage concentrates and syrups, which is headquartered in Atlanta, Georgia

The company is best known for its flagship product Coca-Cola, invented in 1886 by pharmacist John Stith Pemberton. The Coca-Cola formula and brand was bought in 1889 by Asa Griggs Candler, who incorporated The Coca-Cola Company in 1892. The company operates a franchised distribution system dating from 1889 where The Coca-Cola Company only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory. The Coca-Cola Company owns its anchor bottler in North America, Coca-Cola Refreshments.

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NESTLE

Formed in 1905 Nestl is a Swiss multinational food and beverage company headquartered in Vevey, Switzerland. It is the largest food company in the world measured by revenues; however it began life manufacturing condensed milk and baby formula.

Nestls products include baby food, bottled water, breakfast cereals, coffee and tea, confectionery, dairy products, ice cream, frozen food, pet foods, and snacks. Twenty-nine of Nestls brands have annual sales of over US$1.1 billion, including Nespresso, Nescaf, Kit Kat, Smarties, Nesquik, Stouffers, Vittel, and Maggi. Nestl has 447 factories, operates in 194 countries, and employs around 333,000 people. It is also one of the main shareholders of LOreal, the worlds largest cosmetics company.

ASTRACHEMAstra Industrial Complex Co. Ltd. for Fertilizer and Agrochemicals

Benefiting From Its Diverse OfferingsWritten by: Sam Jermy Produced by: Heykel Ouni

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ASTRACHEMAstra Industrial Complex Co. Ltd. for Fertilizer and Agrochemicals

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ASTRACHEM

Astrachem is a well-established company most notable for its specialist work in the agriculture and chemical sectors, and is now set to enjoy more growth across the Middle East and North Africa (MENA) region.

The firm, known as Astrachem but formally Astra Industrial Complex, is part of the AIG conglomerate and was founded back in 1988. It provides tailor-made turnkey solutions to farmers in over 25 mainly MENA countries in the form of fertilizers, pesticides, seeds and plastic.

Due to the success in branching out to a wider customer base, the company has been making major investments in new warehousing and manufacturing facilities in Morocco and Egypt, which will complement existing units

The company has expanded across the MENA region in recent years, and is now set to reap the rewards

Plant overview

M A N U F A C T U R I N G

www.ast rachem.net 35

ASTRACHEM

in Damman, Saudi Arabia and also in Turkey through its subsidiary AstraNova.

Yehia El Azab, CEO of Astrachem, said: We have a far reaching presence, mainly in the MENA region but even in places such as Uzbekistan, Ukraine and remote parts of Africa. We plan to keep investing in the agriculture sector, potentially expanding into the larger US and European markets, so that is the direction we are going.

Due to the water scarcity, there has been a drop in the development of the agricultural sector in Saudi Arabia. Over the past 12 years, cereal production in Saudi Arabia has almost dropped to zero. The export of open field agriculture has been banned and farmers can no longer export open field fruits or vegetables.

Key Personnel Yehia El AzabCEO

Prior to joining AIG (Astrachem), served in the position of General Manager & Sales Director Middle East in SQM (Adfert) for a period of more than 7 year leading the MENA operations by planning and running an annual budget of over $60 million.

Currently assuming the role of CEO in Astrachem with a vision to cross the $350 million mark within the next few years.

FMC Corporation is a diversified chemical company serving agricultural, industrial and consumer markets globally for more than a century with innovative solutions, applications and quality products. In 2014, FMC had annual sales of approximately $3.3 billion from continuing operations. The company employs approximately 5,000 people throughout the world, and operates its businesses in three segments: FMC Agricultural Solutions, FMC Health and Nutrition, and FMC Lithium.

Ever since our beginning in California in 1883 when John Bean invented the first piston sprayer for agriculture, FMC has continued a proud heritage of pioneering solutions for our customers. Today, we

use an array of advanced technologies in manufacturing, research and development to produce customized products and solutions for the many markets we serve.

As a global leader utilizing advanced technologies and customer-focused research and development, FMC provides innovative and cost-effective solutions to enhance crop yield and quality by controlling a broad spectrum of insects, weeds and disease, as well as in non-agricultural markets for pest control. Our food ingredients are used to enhance texture, color, structure and physical stability. The pharmaceutical additives are used for binding, encapsulation and disintegrant applications. Some of our

products are increasingly being used as active ingredients in nutraceutical and pharmaceutical markets. Our lithium products are utilized in energy storage, specialty polymers and pharmaceutical synthesis.PHILADELPHIA, April 21, 2015, FMC Corporation announced that it has completed the closing of its acquisition of A/S, a multinational crop protection company based in Denmark and a wholly-owned subsidiary of Auriga Industries, FMC completed the acquisition of Cheminova for an aggregate purchase price of approximately $1.8 billion. With this big investment and expansion, we FMC Agricultural Solutions are now the seventh largest crop protection company

in the worlda stronger business with broader global access, complementary technologies, an exciting pipeline of new products, and deeper regulatory expertise. With combined sales of $3.3 billion for Crop Protection Only and nearly 5,000 Agricultural Solutions employees, we have the scale and resources to compete with the industrys biggest leaders.

We have Global Presence in all continents; NA, LA, Asia Pacific and EMEA and particularly in ME we are well represent and working through assigned professional and reputational distributors in all countries and we have Rep Subsidiary Office in Dubai UAE to serve this potential and growing region:

FMC Corporation VisionBy focusing on innovation, customer intimacy and safety, we intend to foster The Right Chemistry in everything we do!!

T 00971506534788 E [email protected] www.fmc.com FMC Agricultural Products International A.G Dubai UAE RAKFTZ P.O. Box No. 35741 Dubai

insecticide

Carfentrazone-ethyl Clomazone Fluthiacet-methyl Sulfentrzone

Protection of crops, including cotton, sugarcane, rice, corn, soybeans, cereals, fruits and vegetables from weed growth and for non-agricultural applications including turf and roadsides

Bifenthrin Cadusafos Carbofuran Carbosulfan Cypermethrin Parmethrin Zetacypermethrin

Protection of crops, including cotton, sugarcane, rice, corn, soybeans, cereals, fruits and vegetables from weed growth and for non-agricultural applications including pest control for home, garden and other specialty markets

Iprodione Prochloraz Benalaxyl

Protection of crops, including fruits and vegetables from fungal disease

of A/S, a multinational crop of A/S, a multinational crop

SUPPLIER PROFILE

FMC CORPORATION

Today, FMC Corporation is a diversified chemical company serving agricultural, industrial and consumer markets globally with innovative solutions, applications and quality products. The company employs approximately 5,000 people throughout the world including the areas of Asia-Pacific, Europe-Middle East-Africa, Latin America South, Latin America North and North America.

All totaled, FMC has been serving agriculture for more than a centurylong enough to know that new threats are always on the horizon. Crop by crop, region by region, were dedicated to meeting these challenges head-on with innovative herbicides, pesticides and fungicides that add value to your operation. Bottom line, were in this together and the only factor that determines our success is yours.

Management Pierre Brondeau (CEO)

Tel +1 215-299-6000

Address 1735 Market Street, Philadelphia PA 19103, USA



ASTRACHEM

But the direct result of this is that more attention is being paid to high-tech agriculture, where you can have farms in greenhouses.

So, in the next five years a lot of projects are coming up for greenhouses and indoor farming. So the farmers can export these products as well. Other than that, we have faced some difficulties, because of a 40 percent drop in the size of arable land. There was a complete stop in this area since 2008 to 2012. Now we are over this crisis and are geared to start with high-tech farming.

Agricultural playerThere was a time when Saudi Arabia was exporting cereals and wheat to other countries, but today it focus its strengths in a few main crops due to various regulations that control production in the Arab country.

It is now pursuing large investments in countries like Sudan, Egypt and Ukraine where projects involve the farming of alfalfa and wheat, which uses up most of the water in the soil. In addition to supplying raw material for agriculture, it is very cost-effective to produce in Saudi Arabia and El Azab believes Astrachem can be very competitive in this field.

Other factors such as Saudization have to be considered going forward, but other than that you can easily produce in Saudi Arabia and export to neighbouring Asian countries as well as the MENA regions.

El Azab said: Our main ports in Dammam and

In the lab

In the next five years a lot of projects are coming up for greenhouses and indoor farming- Yehia El Azab, CEO

4 0 J u n e 2 0 1 5

ASTRACHEM

Jeddah are getting faster and more efficient every year. It has become very convenient for us to serve the neighboring countries with low freight costs or in countries where we can use the raw materials produced in Saudi Arabia. Saudi still has an edge over other countries. We can use the country to export more in the coming five years.

We find solutions for the farming needs or requirements that are characteristic to each country; be it climate, soil conditions or traditional farming conditions. We also make use of our synergies between our facilities in Turkey and Saudi, which have always been our two main markets. Pesticides are produced in both countries and we have spent five years in production at our AstraNova facilities in Turkey,

Granular NPK

production line



ASTRACHEM

which has seen renewed investment.

Future plansIn terms of growth markets, Astrachem management see many Asian countries as key focus areas for the future. Two years ago the company started exporting to Vietnam and Taiwan, and will be concentrating on further emerging markets like Pakistan going forward.

For El Azab, it makes logistical sense to export to these countries as his organisation attempts to muscle in between Europe and China and compete for business by offering high quality products at reasonable prices.

A lot of firms 400-plus products are either aligned with a multinational logo or a multinational company is allowing Astrachem to produce their product under a brand name. Consequently, the Astrachem brand image is spreading across multiple countries.

We are looking forward to going upstream into further production in various other fields which will serve our customers faster and in a cost-effective manner. We believe we can share a part of Chinas export market, and strategically we see some future in this area. said El Azab.

He concluded: Every year, we are growing at a rate of double digit figures and we are one of few that produce such a wide range of products under one umbrella, so we are confident for the future as farmers know they can rely on us to meet their high expectations.

Company Information

I N D U S T RY

Manufacturing

H E A D Q U A RT E R S

Saudi Arabia

F O U N D E D

1988

E M P L O Y E E S

250

R E V E N U E

80 Million USD

P R O D U C T S /

S E R V I C E S

Fertilizers and

Agricultural chemicals

Montrose Molders Corporation Injecting quality and service into every part Montrose Molders leads the way in the injection molding and production industry by offering its customers diverse options and services. Written by: Cutter Slagle Produced by: Brian Mooney

4 4 J u n e 2 0 1 5

MONTROSE MOLDERS CORPORATION

Its important to come to work and feel as if youre a part of the team, as if everyone is working together to achieve a common goal, said Brendan Wilson, vice president of operations at Montrose Molders. For 40 years, Montrose Molders has been in the business of custom injection molding solutions. The Piscataway, NJ-based business is about more than its tools and equipment: the family-run company also believes in providing a strong family culture. Through its focus on communication, quality, and exceeding expectations, Montrose has succeeded in doing just that:

making both employees as well as customers feel right at home.

The path to growth: A diverse offering equals success.

Montrose Molders began its journey in 1966 as a 22-person tool shop, specializing in the manufacture of tight tolerance tools for the injection molding industry. It was in 1972 that the company invested in their first injection molding press: since then, the company has made it a priority to diversify its offerings to its customers. Today Montrose Molders prides itself on being a one-stop shop where customers

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can fulfill a wide variety of needs. Customers at Montrose Molders

can choose from a broad range of services, going beyond injection molding to include tooling, part decoration, and assembly. According to Wilson and Todd Nicolay, Montrose Molders Vice President of Sales, its all of these different services combined that contribute to Montroses success.

A diverse offering equals success, mentioned by both Wilson and Vice President of Sales, Todd Nicolay, is a perfect mantra to describe part of the companys philosophy toward providing

consumer satisfaction. The ability to offer customers a wide variety of options and solutions, along with providing every tool a client could possibly need for a single project all at one location, has ultimately allowed Montrose to stay relevanteven through harsh economic times.

With 51 injection molding presses that vary from 50 tons to 1000 tons, Montrose has the capability and the capacity to execute projects of a wide variety of sizes and complexities. When it comes to tooling, their 50 years of experience enables them to design and build tools in a board range of industries,

2 Ethel Rd. Suite 204B Durham Center

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Contact us 24/7 at: [email protected] www.BRiCkFoRCE.Com

With 28 years of experience and thousands of temporary and regular full-time placements annually over a broad range of Fortune 500, mid-sized, and small companies, Brickforce Staffing is recognized as a full service staffing company specializing in light industrial temporary labor. We excel in providing cost-effective staffing solutions.

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Brickforce Staffing is privately owned with 17 branch offices located throughout New Jersey, Pennsylvania, Tennessee and Indiana. We attribute much of our success to our ability to draw production workers from our many offices. Our highly experienced managers coordinate the entire process from employee recruitment, to their on-time arrival at your worksite. Our extensive recruitment network throughout the region enables us to avoid shortfalls in quantity and quality satisfying our clients needs every time. The majority of our workers are attracted to Brickforce because of our reputation as a leader in the industry. Brickforce temporary associates are ready and willing to work any shift, including holidays, weekends and overnights. With more recruiting offices than any other light industrial staffing service in New Jersey, our temporary associates are only minutes away from any of your companys worksites.

As a full service staffing firm, Brickforce is successful at assigning highly effective personnel to temporary, temp-to-hire and regular full time positions. We staff from entry level up to senior management, warehouse / manufacturing employees, as well as general office / clerical positions. Brickforce Staffing is dedicated to bringing skilled individuals and companies together in a partnership that works -- a compatibility that ensures success for our client as well as for the employee. Twenty-eight years of experience have given us the ability to provide your company with the highest level of service in the temporary labor industry- making us the largest temporary staffing provider in New Jersey. www.brickforce.com

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often on tighter than average lead times. Assembly has also become a popular service, as customers can choose to receive assistance with the decorating, packaging and, assembling of different projects that include hot stamping, pad printing, heat bending and more.

Valuing Customers: The Montrose Way Montrose Molders values its customers, and understands that, while each customer is different, each one should be given all the help they need for a successful outcome. Customers are king, Nicolay said. This notion is the seed for the adoption and execution of whats known throughout the company as the Montrose Experience or the Montrose Way. The Montrose Way pays heed to providing consumers with three important deliverables: quality, superior

project management, and the latest engineering technology.

This begins with a full service in-house tooling design and engineering department to help clients bring even their most complex injection molding ideas into reality. That process is supported by the assignment of a personal project manager to follow each project. As the company has stated, We believe that thorough, continuous, and honest communication is necessary in order to properly manage a project in our industry. The project managers that Montrose assigns its clients are highly trained to understand the manufacturing process, capable of relaying the scheduling realities of production and logistics to give clients the clearest picture possible. This process helps clients feel supported and keeps the lines of communication clear all the way

The company started as a family business, Wilson concluded, and it continues to grow as one Brendan Wilson, VP of Operations

5 0 J u n e 2 0 1 5


from order placement to final delivery.

The last deliverable of the Montrose Way is qualityand at Montrose Molders, the ultimate benchmark of high quality is high customer satisfaction with the finished product. Montrose Molders strives to exceed customer expectations in this field with a rigorous Quality Management Systema system that trains its Quality Assurance staff to not just maintain the status quo, but to continuously monitor operations to identify areas where quality and production processes can be improved. The company also

engages its customers in the process directly, using that open line of communication to establish and clarify those expectations so that it can always evolve and improve.

Because were a custom injection molder, its critical that we customize our quality oversight to each customer and to each job. Our Quality System allows us to do that, said Wilson. Montrose Molders Corporation is committed to the improvement of the quality of our product and the way we do things because we understand that the satisfaction of our customers is essential to our growth and survival as a company. We provide the

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necessary tools and resources to employees, in all aspects of the business, so that they may continuously improve Montroses processes and products and implement improved technology in an effort to meet the challenges of the future.

A LEAN journey into the future For several years now, Montrose Molders has been on a LEAN journey. The company has been incorporating ideas of the lean manufacturing business model in an effort to eliminate unnecessary waste. This process has helped Montrose Molders to deliver products that are both high quality and efficiently produced.

When asked about future changes of the industry, Wilson noted the appearance of reshoring as a major trend: after decades of outsourcing, more and more injection molding work is actually coming back into the United States. As work that was once being conducted in China and in other countries overseas is now returning stateside, businesses like Montrose Molders are finding new client opportunities and further potential for growth.

That is a crucial part of the future of Montrose Molders: the company is expected to keep growing and expanding. Bringing the conversation full circle, Wilson contributes one major aspect of this growth to the family culture of the business. The company started as a family business, Wilson concluded, and it continues to grow as one.

Company Information

I N D U S T RY

Manufacturing


25 Howard Street

Piscataway, New Jersey,

United States, 08854

F O U N D E D

1966

E M P L O Y E E S

201-500

R E V E N U E

Did not disclose

Revere Plastics Systems LLCOffering the Whole PackageRevere Plastics President Glen Fish discusses growth, development, and the client benefits of offering a one-stop shopWritten by: Sasha Orman Produced by: Jason Wright

5 4 J u n e 2 0 1 5

REVERE PLASTICS SYSTEMS LLC

For more than 50 years, injection molding and design specialists at Revere Plastics Systems LLC has been in the business of helping clients achieve their manufacturing goals. Now the Ohio-based company is ready to scale up, with the capabilities and the drive to make that growth a reality.

More than molding At Revere Plastics Systems, we really like to focus on the systems portion of our name, said Revere President Glen Fish. Not content to provide injection molding services alone, Revere Plastic Systems prides itself on its

multiple production facility sites, its engineering capabilities, and its fleet of nearly 300 presses ranging from 25 to 2,000 tons that support a variety of client needs. All of these assets allow the company to enhance its injection-molding core with a host of value-added services from welding and assembly work to supply chain management.

We can literally be a one-stop shop, said Fish, noting the clear benefits that this competency provides to Reveres clients. Beyond just manufacturing a part, Revere is able to follow that part from conceptualization through execution, with all the prototyping

Investment in 6-axis robots enables Revere to provide greater efficiencies. In this product, Revere is manufacturing a wheel/roller assembly where it is molding the hub, pressing a bushing, over-molding the rubber wheel, assemble retention clips, and inspecting with vision system all in a one piece flow cellular fashion at Takt time with balanced operators.

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and tooling in between.We are really like an extension

of our clients, and that is the true benefit to them, he added. We have the expertise to manage all of those steps, and to go out and find suppliers that make the different components that we would assemble onto their parts. It helps them in their launch timeline, and it helps in the amount of effort they have to put into a product launch.

Investing in technology Revere Plastics Systems is not content to settle for providing service in just one aspect of injection molding, nor is it a business content

to settle for making due with the technology it already has at its disposal. Over the years, Revere has committed to refreshing and updating operations with new and varied equipment to expand its capabilities.

We have definitely invested in our business, said Fishand in addition to investments in both new and used presses, Revere is also investing heavily in peripheral technologies to aid every point throughout operations. We are in the midst of purchasing a 3D printer to allow us to more rapidly prototype both parts and tooling so that we can make testing samples. We have made

Revere adds infrastructure to support two 1880 and two 1500 ton presses. Revere is continuously looking to invest in additional capability to support our customers needs.


1425 Armitage AvenueMelrose Park, IL 60160-1490 USA708-345-5000 | fax 708-345-2089

www.a1toolcorp.com

We are continually striving to find ways to provide better, higher quality injection molds so that our customers not only feel proud of the resulting products, but also know their tooling was delivered on-time and on-budget.

Call +1 (708) 345-5000 to talk to an expert.

Lockton congratulates Revere Plastics Systems

for excellence, innovation, and leadership in

the manufacturing industry.

Honored to be a part of the

Revere Plastics team. Making a

difference for every client, every day.

L O C K T O N C O M P A N I E S

WE LIVE SERVICE! Insurance Risk Management Employee Benefits

444 W. 47th Street, Suite 900 Kansas City, MO 64112 816.960.9000 2015 Lockton, Inc. All rights reserved. www.lockton.com

multiple quality enhancements in terms of investing in process capabilities on our equipmentthere is different technology in welding weve invested in, plus engineering technology, like IT capabilities and software to help our engineers resolve issues quicker.

Revere Plastics Systems also keeps its customers in mind with every investment. Fish added that Reveres flagship location in Clyde, OH is currently undergoing a sizeable upgrade to add functionality for one of

the companys largest clients.

Investing in process and people Even the best equipment is only as efficient and effective as the team member operating it. So to build the most effective business possible, Revere Plastics System also works hard to drive efficiencies and improve operations in a variety of ways. The business has long been engaged in the Six Sigma process, also incorporating elements of the Toyota Production System to

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streamline the different flows of the business. Were really focused on leaning out our

facilities and taking out wasteweve put Kanban systems in place, self directed work teams, formal problem solving training and leadership training with our team leaders and front level supervisors, a lot of visual management and getting the operators more involved, and weve seen significant improvements in labor efficiency and in scrap reduction, said Fish. Weve made huge strides in terms of quality, delivery, end cost through efficiency, and inventory reduction. So the lean efforts, between lean and Six Sigma, have been huge in our operational improvements.

In addition to improving efficiencies among its people, Revere is also working to improve communication and leadership among its people. Our company culture is actually going through a renaissance, said Fish. Over the last year and a half weve really been emphasizing communication and teaching people the business side of things. They now are engaged in problem solving and continuous improvementthey have a voice.

Through exercises ranging from newsletters to skip-level management meetings, Fish explained that morale alignment and development at all levels has been improving dramatically. We put a lot of emphasis on our people, and I continue to remind everyone theyre our greatest asset, he said. Its just really about opening up lines of communication. Were still in the midst of this

Revere actively develops and implements In-Mold Decoration (IMD) and In-Mold Labeling (IML) processes. In this application, post the IMD process Revere pad prints for additional part decoration.

Weve made huge strides in terms of quality, delivery, end cost through efficiency, and inventory reduction Glen Fish, Revere Plastics Systems President

5 8 J u n e 2 0 1 5


culture change, but its getting better every day.

Flexibility: the Revere difference Flexibility is more than just a property of plastic. Its also a core trait that sets Revere Plastics Systems apart from the competition.

While 50-plus years in operation could lead some businesses to rigid thinking and force of habit, Revere draws upon decades of experience and expertise to find fresh and creative solutions to fit into the requirements, budgets, and deadlines of any client.

We emphasize our flexibility:

Revere uses cellular manufacturing to produce two piece fuel tanks. In this example, Revere is molding 2 halves of a tank, vibratory welding, pressure decay leak testing, and packaging fuel tanks to ship Just-In-Time to customer.

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flexible thinking, design, and delivery is our mantra, said Fish. Being an engineering-based company along with our willingness to be a problem solvercreates value for our customers. We can do things more efficiently because we can provide the full gamut of capability, from project management to sourcing to execution on the molding and assembly side and delivering a subcomponent as opposed to a simple shoot and ship part.

Looking Ahead From 3D printing to projects that tackle converting traditionally metal items to lightweight plastic, Revere Plastics Systems had identified and is at the forefront of several industry trends through an increase in product development and R&D efforts. One rising trend in particular is a reshoring of the injection molding industry in the United States, and Revere is addressing this trend by turning its focus toward growth in the months to come.

That is the number one priority: growth and expansion of our customer base, said Fish. We are actively working on expanding our presence in different end marketslooking in the automotive industry, packaging, medical productsand trying to find out where additionally our services best provide value for our customers. We want to get the word out about what our capabilities are and how we can help people. We have several initiatives underway now to grow and really to better market who Revere is.

Company Information

I N D U S T RY

Manufacturing


401 Elm St.

Clyde, OH, USA, 43410

F O U N D E D

1960s

E M P L O Y E E S

1,200

R E V E N U E

Not Disclosed

P R O D U C T S /

S E R V I C E S

Plastics

Essel Propack AmericaBreaking the Mold on PackagingFor an expanding Essel Propack, theres so much more to offer than just oral care packaging.Written by: Ian Hanner Produced by: Jason Wright

6 2 J u n e 2 0 1 5

BREAKING THE MOLD ON PACKAGING

When it comes to essential companies, Essel Propack occupies a slightly unusual space, where consumers rely on their products largely without even knowing who the company is.

Thats a shame given the companys great progression. Founded in 1984 in Mumbai, India, Essel Propack has carved out an impressive market share. But this consumer packaging company isnt content to rest on its laurels.

Essel Propack America (Essel) has been aggressively expanding its operations while expanding its

product line. With a broad range of packaging products that respond to consumer demand, the company has come a long way since first entering the United States in 2002.

We realize as a company we need to demonstrate continuous improvements as our market is competitive and our customers are continuously looking for us to come up with ways to partner, to innovate in support of their new products and also to help manage costs for them, said Ted Sojourner, regional vice president.

For much of its history, Essel has largely focused on manufacturing

Machine where shoulder is applied onto tube

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Essel employees spelling EP for Essel Propack

packaging solutions for the oral care industry. According to Sojourner, the company currently supplies tubes for 50 percent of all oral care businesses in the United States that dont manufacture in-house. This niche has built a solid business foundation.

Despite that, the company has been exploring options for growth. Today, Essel has five core business segments: beauty and cosmetics, pharmaceutical and health, food, home and, of course, oral care.

While oral care still makes up the bulk of the companys business in America, Sojourner said the company is eager to expand, recently creating a new line of 2-inch tubes with applications in a range of sectors.

One of its product lines is Egnite, a high-

Growth is a spiral process, doubling back on itself, re-assessing and re-grouping

Subhash Chandra, Chairman


Packaging Design and Color Development Innovation in Motion

Colorants for the Plastics Industrywww.carolinacolor.com

Proud partner with Essel

ProblemHigh Inventory?

Long Lead Time?Volatile Forecast?

Complex Vendor Base?Congested Dock Times?

High Prices?

Solution JIT Delivery Stocking Arrangements Planning Assistance One-Stop Sourcing Consolidated Deliveries Buying Power

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luster laminate available in a variety of shades. Its metallic foil enhances its ability to block while also offering a striking level of product differentiation. With material that provides a protective barrier and resilient bounce-back properties, it helps the tube maintain shape and form while also creating a distinctive aesthetic effect with a surface so lustrous that it is reflective.

The Egnite packaging line is perfect for products that are looking to be attention grabbing. Think bright golds in a sea of white or grey tubes.

With the look of metal and the feel of plastic, Egnite is a unique packaging differentiation that

Aerial View of EP

Danville

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grabs consumer attention, Essels website said. Its exceptional barrier (EVOH and MPET) is available in six high-luster shades and helps protect from counterfeiting.

Outside of appealing to consumers attention spans, another company line Green Maple Leaf is appealing to their sense of environmental stewardship.

The Green Maple Leaf packaging is 100 percent recyclable and protects from oxidization with a proprietary water-barrier coated core layer and an all-polyethylene film multilayer laminate. The line is specifically manufactured for cosmetics, toiletries and food products. The tubes materials have memory, meaning once squeezed they return to their original shape.

Green Maple Leaf is part of Essels on-going commitment to reducing their and by association their clients carbon footprint.

Green Maple Leaf supports and strengthens Essels Go-Green Initiative, ensuring that we are leading the way in making meaningful contributions for a greener, better, healthier planet, according to Essels website. Setting a new curve to packaging innovation, Green Maple Leaf is aimed at markets demanding sustainability by replacing EVOH tubes. It provides extraordinary product stability, shelf life properties, tube resilience and feel. Produced with fully recyclable thermoplastic polymers, Green Maple Leaf helps achieve the ultimate sustainability goal.

Itaque consed quam

aspero et modite

We realize as a company we need to demonstrate continuous improvements as our market is competitive Ted Sojourner, Regional VP

6 6 J u n e 2 0 1 5

BREAKING THE MOLD ON PACKAGINGING

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BREAKING THE MOLD ON PACKAGINGING

Another prominent line for the company is Etain. Also aimed at meeting the companys sustainability goals, the tubes are fully-recyclable and manufactured with a certain level of recycled plastic, cutting down on the amount of virgin plastic that goes into Essels manufacturing process. The company says the product line is typically used to package a range of beauty and skin care, pharmaceutical and food products.

While these represent some of the newest product lines from Essel Propack America, they are by no means the only successful ones. In 2013, the companys Europe division was awarded Tube of the Year by the European Tube Manufacturers Association for its stunning design reproduction, with color vibrancy and metallic sheen. That tube is being used by LOREAL for their new EverRiche line.

Armed with these impressive offerings, the company is rapidly expanding from its regional base in Virginia. At 300 employees and over $70 million in revenue, the company has more than doubled in size in five years. Still, they show few signs of slowing down.

In the companys most recent annual report, Chairman Subhash Chandra said, There is a saying: Growth is a spiral process, doubling back on itself, re-assessing and re-grouping. Over the last six to seven years, Essel has done just that.

Company Information

I N D U S T RY

Manufacturing


187 Cane Creek Blvd.

Danville, Virginia, USA,

24540

F O U N D E D

2002

E M P L O Y E E S

300

R E V E N U E

$70 million

P R O D U C T S /

S E R V I C E S

Consumer packaging

Schindler Lifts Singapore:Schindler moves 1 billion people per day One of the worlds leaders in moving people, Schindler Lifts Singapore is a provider of premium elevator and escalators products.

Written by: Stephanie C. Ocano

7 0 J u n e 2 0 1 5

SCHINDLER L IFTS S INGAPORE

Asias sixth busiest international airportChangi Airporthandled more than 51.2 million passengers in 2012, and in 2017, that number is expected to increase to 82 million.

Schindler Lifts Singaporethe international provider of quality elevators, escalators and moving walkswill be the first European brand to supply Changi with 58 lifts, escalators and moving walks that will move millions through its terminals.

Established in 1975 to serve major businesses, Schindler has since become a global powerhouse with a team of dedicated employees, ensuring that projects are completed on time and under budget.

As with all major projects involving high-profile customers, it is about ensuring that we always keep in mind the clients vision and expectation throughout the project, said Steven Foster, Managing Director of Schindler Lifts Singapore, in a recent interview.

Schindler manufactures, installs, services and modernizes elevators, escalators and moving walks for almost every type

of urban infrastructurefrom low-rise residential buildings to commercial and high-rise towers.

Changi Airport is simply another name to be added to their extensive list of projects as the company continues to innovate design.

Upcoming projects Project Jewel The Asia Pacific, including China, is the fastest growing part of the world in terms of infrastructure development. The rapid urbanization of the regionwith rural communities transforming into citieshas created a need for more buildings and an effective way to handle the traffic. Schindler has stepped up to the plate to become the leader in project management and fulfillment.

Developed from two of Singapores most respected namesChangi Airport Group and CapitaMalls AsiaProject Jewel is a unique design by one of the worlds leading architects that will integrate a shopping mall experience in an airport landscape.

The project is expected to be

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www.sch ind ler.com/sg/ in ternet /en/home.html 7 1


completed in 2018, commented Foster. Solar Impulse The Solar Impulse airplane and its ambitious objective to fly around the world is a showcase of just what can be achieved in terms of green technologies if passion and belief are driving the innovation.

Schindler is a proud global partner of Solar Impulse, sharing the same ambitions to deliver energy-efficient solutions using green technology.

Whilst it is unlikely that this project will allow for solar planes to be commercialized, the use of

solar energy and its applications for everyday life has been clearly demonstrated, said Foster.

Advances in technology Elevators remain to be the most voluminous of the products provided by Schindler, and the growth in residential and commercial buildings is a testament to this. But what allows for the expansive production?

In short, the advancements in technology.

Destination Control has been a part of Schindlers technology strategy for 20 years, but the

Jewel project for Changi Airport

As with all major projects involving high-profile customers, it is about ensuring that we always keep in mind the clients vision and expectation throughout the project.

Steven Foster

SCHINDLER L IFTS S INGAPORE A U S T R A L I A


latest generation of transit management systems has been produced by the company.

PORT Technology is the latest in Destination Dispatch Technology which optimizes the traffic flow in the building whilst providing personalized access and control systems, explained Foster. At its core, PORT uses sophisticated algorithms that run around the clock to ensure the optimal utilization of an elevator group. PORT eliminates elevator runs and random stops at numerous floors, and transports passengers swiftly and efficiently.

The basis of the system is that it groups passengers going to the same or nearby floors in the same elevator. This cuts down on the time needed to reach a destination as there are less stops along the way. In fact, the system is able to increase traffic efficiency by as much as 30 percent, as compared to conventional elevator systems.

PORT Technology provides buildings with the ability to cleverly increase traffic-handling efficiency, as evident in international landmark buildings

such as the International Commerce Centre in Hong Kong, HSBC in Singapore, Heron Tower in London and Barangaroo South in Sydney.

The response from customers who have moved from conventional lift system to PORT has been extremely positive, said Foster.

A unique advantage via green capabilities The design and industrialization of any type of product or technology has its own unique set of challengeswhich makes it difficult to make a direct comparison.

However, one thing that can be said about Schindlers product design is that all new products have to have better eco-performance than their predecessor models.

For example, the Schindler 7000 high-rise product line, which uses carefully selected materials in its design, was cleverly thought out right through to the end of its life cycle. The design of the new machines allows for the dismantling of all major parts and

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a compact design of components that uses less material.

The low and mid-rise product lines have also made substantial progress.

Over the past 10 years, the environmental impact due to raw materials and energy consumption in these segments has been reduced by about 40 per cent, said Foster.

A good example is the Schindler 3300 AP elevator, which reduces the environmental impact of earlier models by about 40 per

cent through energy savings from a more energy-efficient drive system and smart control that enables standby mode for inverter, controls and lighting.

Moreover, the materials that we use in this product are significantly lighter and components are smaller, as compared to its predecessors, requiring less energy to move the elevator, added Foster. Schindler 3300 AP uses Schindler Traction Media (STM) technology which


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delivers significant space savings since the compact design of its gearless machine requires smaller shaft space. Its machine room-less (MRL) solution reduces building construction cost, time, manpower and material to build the elevator machine room.

Other important green features include careful building traffic planning to achieve a balance in terms of traffic increases versus energy consumption, Power Factor One converters that feedback

A U S T R A L I A



energy generated by lift to the building power grid, permanent magnet motors, gearless drives and energy-saving modes on escalators including automatic start and stop control or automatic two-speed controlvaries the escalator speed according to the passenger flow, said Foster. These modes are enabled by the presence or absence of passengers; hence energy can be saved during non-peak hours.

Looking ahead As space becomes even more of a premium in South East Asia, and in particular Singapore, the need for efficient dispatching of passengers will become even more necessary.

Destination-control systems in commercial buildings will become standard and over the next five years, said Foster. In addition, as the demand for greener buildings increases and the environment is ever more in the public eye, the need for energy-efficient mobility systems will be paramount. Furthermore, the emergence of digital technology as a business tool to improve efficiency and deliver on increasing customer satisfaction will play a key part in the industry dynamics.

Schindler sits in a strong position and has been a pioneer in both fields and is poised to take advantage of these evolutions, concluded Foster.

Company Information

I N D U S T RY

Construction


Botany, Sydney NSW

Australia

F O U N D E D

1975

E M P L O Y E E S

54,000 Employees

Worldwide

P R O D U C T S /

S E R V I C E S

Schindler Lifts Singapore is the Singapore operation of the Switzerland-based Schindler Group, a leading global mobility provider with approximately 54,000 employees operating in more than 100 countries. Schindler supports sustainable urban development with safe, reliable and ecologically sound mobility solutions.

PlantMiner:The one stop, all-encompassing shop for plant & equipment hire How Australias largest plant and equipment hire marketplace is changing the industry

Written by: Stephanie C. Ocano Produced by: Camilo Sanchez

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PLANTMINER

Our team is our competitive advantage.This is the ideology behind

PlantMineran online portal that aims to save time and money for procurement officers, estimators and project managers across Australia when hiring plant equipment.

We are Australias largest equipment hire market place, weve got the most equipment hire companies and the most individual items of equipment listed in one place, said Michael Trusler, CEO of the company, in a recent interview. At our portal, clients can hire

everything from portable toilets, generators, and air compressors, right up to the largest graders, dozers and dump trucks.

Being an all-encompassing one-stop shop is the most important asset to PlantMiners success.

A competitive advantage In Australia, there was a real need for a service that solved the issue of saving the time it took to procure plant and equipment hire quotes.

The business has flourished because of that but also because we deliver a real return on investments for our clients, said Trusler. Theyre

Michael Trusler - winner of Mining Australias Young Achiever of the Year

A U S T R A L I A

www.p lantminer.com.au 8 1

PLANTMINER

Dan Wilson

earning a lot of money through the service because they have been making themselves a lot more accessible to searchers of equipment across the country.

Over 70 experienced plant equipment hire experts make up the team at PlantMiner, building the business day in and day out.

Their expertise and ability to innovate as a team allows them to recognize a problem within the industry or be given a problem from a client and then procure a solution almost immediately.

The way we innovate with our technology, through our website and

our business development team, we can come up with a new fix within our service to ensure that the problem is solved, explained Trusler.

Expanding into New Zealand PlantMiners success is leading them to grow their business and venture into surrounding territoriessuch as New Zealand. The New Zealand branch of the website went live back in December 2014 and received an immense amount of traction.

Were already signed up in the marketplace with clients, and a lot of those clients are already

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PLANTMINER

seeing return on investment, said Trusler. Some of these clients have only just paid their subscriptions and they are winning thousands of dollars worth of work already. Thats very exciting and we have guys on the ground over there at the moment who are really just getting out there and educating searchers for

equipment so that they can come to our service and save time and money looking for hire quotes.

New Zealand is a land filled with opportunity for growth as the culture is open to innovation.

Its a good place to do businessespecially for a tech startup, said Trusler.

M I N I N G


PLANTMINER

Overcoming challenges when expanding There are always challenges that come into play when doing businessespecially when doing business abroad. Its a new economy with a unique culture in a remote location that isnt the easiest to travel to.

An Australian company with

We are Australias largest equipment hire market place. Michael Trusler, CEO

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PLANTMINER

PlantMiners success is leading them to grow their business and venture into surrounding territories

an Australian idea operating in New Zealand probably isnt going to go down that well, said Trusler. Having a couple of New Zealanders selling a New Zealand

product is a lot easier and we recognized that quite quickly.

Additionally, in New Zealand, business is much more personal, with face-to-face interaction being

A U S T R A L I A


PLANTMINER

the norm. Online startups, therefore, have to compensate for this.

PlantMiner, however, has found a solution for this. Something were now doing is meeting

everyone initially and getting out there on the ground, said Trusler. Its pretty seamless from there, as [clients] seem to know the product and what its all about.

New projects on the horizon With expansion still on the mind of Michael Trusler, the United States is next in his line of sight.

Were doing some investigation into the U.S. at the moment and working on an entrance strategy, added Trusler.

For now, PlantMiner will continue to reinvest into its team, its staff and its culture.

The major investment is into our team and our team culture and ensuring that the product that we have is successful and all of our clients are adequately serviced, said Trusler.

PlantMiner is currently shy of being two years into their five year plan and the company has already exceeded their initial expectations.

We have a couple of exciting things on the horizon, concluded Trusler.

Company Information

I N D U S T RY

Mining


Hendra, QLD, Australia

F O U N D E D

2012

E M P L O Y E E S

70

R E V E N U E

$50 M

P R O D U C T S /

S E R V I C E S

PlantMiner has over 10,000 searchers from the largest mining, construction and civil companies in Australia searching for and hiring equipment on a regular basis. In addition to this, PlantMiner has signed up 300+ government and council organisations nationwide who have plant and equipment hire needs on a daily basis.

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Global Manufacturing Reaching The Ecuadorian Consumer

w w w. k i m b e r l y c l a r k . b u m e r a n . c o m . e c 8 7

Written by: Rebecca Castrejon, Editor

Produced by: Ana Cardenas, Manufacturing Projects Manager for WDM Group

Interviewee: Adriana Gonzalez, General Manager for Kimberly-Clark Ecuador

Kimberly-Clark is committed to Ecuadors development

- Adriana Gonzalez, General Manager for Kimberly-Clark Ecuador

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KIMBERLY-CLARK ECUADOR

Every individual with enough time to read the packaging in most daily-use products is familiar with Kimberly-Clark and its main output. Brands such as Scott, Flor, Huggies, Kimberly-Clark Professional, Kotex, Kleenex, Plenitud, Poise are more than household names, to such extent that top of mind awareness in countries such as Mexico has made -since long ago- the general public ask directly for a kleenex instead of using the term facial tissue. The American personal care company opened in 1872 in Wisconsin, its expansion through distributors and affiliates has taken its presence into more than 175 countries.

Kimberly Clark arrived in Ecuador as a distributor of imported goods in 1995. In 2000, after the merger-acquisition of Ecuapel S.A., Industrial La Reforma Jacinto Jouvin Arce C.A. and Mimo S.A. Mimosa, Kimberly Clark Ecuador became a domestic manufacturer, supplying

Manufacturing Global - June 2015

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Transcript of Manufacturing Global - June 2015