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Transcript of Manufacturing Global – October 2014
Who Will Win the Driverless race?
Continuous innovation: the importance of looking to the future
top tips for Managing safety
eXpeRt anaLysis: 5 key takeaWays for manufacturers
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
O c t o b e r 2 0 1 4
3
e d i t o r ’ s c o m m e n t
Abigail PhillipsEditor
T h i s i s s u e o f M a n u fac T u r i n g Global is all about a new era for the industry. our cover feature this month focuses on driverless vehicles and who will win the ultimate prize of being the first company to launch a truly driverless car. From Google to Audi, we take a look at how the autonomous phenomenon is going to change the face of automotive manufacturing forever.
And talking of a new era, we also look towards india and listen to what prime minister narendra modi has planned for the country. At the end of september modi hosted an event and subsequent campaign called made in india, the aim of which being to promote india as the world’s largest manufacturing hub, a title previously held by china.
Also in this issue we discuss how to manage apprenticeships, give top tips for rolling out an effective health and safety strategy and go behind the scenes at Boeing.
Enjoy the issue!
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CONTENTS
5
FEATURES
LeadershipIs it India’s time to shine?
TechnologyAUDI vs. GOOGLE: Who will win the Driverless Race?
LeanContinuous innovation at Boeing leads to sustained success in a highly competitive industry
People & SkillsHow to manage apprentices in the manufacturing sector
Ways to Build a World Class Manufacturing Safety Strategy
TOP 102014
26
32
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CD0023_2011_E-Series_African-Business-Review_210x297mm_SA-Tel_Fv.indd 1 10/11/2011 14:43
CONTENTS
7
Company ProfilesLATIN AMERICA
38 Indurama
48 AFCP
AUSTRALIA
56 Rhino Tanks
BRAZIL
64 Anjo Tintas
78 Soletrol
88 Teksid
56
48
64
38Indurama AFCP
Anjo Tintas
Rhino Tanks
78Soletrol
LeaDershiPLeaDershiP
Is It IndIa’s tIme to shIne?
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W r i t t e n b y : A b i g A i l Ph i lli Ps
Is It IndIa’s tIme to shIne?
1 0 o c t o b e r 2 0 1 4
published the event live across india
and to diplomatic missions abroad in
a mid to prove that labour intensive
manufacturing could blossom in
india. the slick campaign also
came complete with a website and
logo depicting a prowling lion, and
is as much an advertisement as a
promise to streamline bureaucracy
and become more investor friendly.
“the whole world is ready to come
fLankeD By soMe of india’s
wealthiest businessmen, Prime
minister narendra modi launched
a brand new marketing campaign
on september 25 entitled ‘made
in india’ to entice investment and
promote the nation as the world’s
next cheap labour economy.
modi gathered together hundreds
of diplomats, business leaders,
journalists and ministers and
India’s Prime Minister, Modi, speaks passionately about the country’s manufacturing potential
LeaDershiP
i s i t i n d i A ’ s t i m e t o s h i n e ?
1 1
here,” modi said during the event.
he portrayed india as offering
democratic values, a demographic
dividend of a growing and
youthful population and strong
demand. “if there is any country
in the world where all these three
things are present, it is india.”
An abundant workforceone thing india certainly has going for
it is a growing population – 1.2 billion
and counting. in fact, india needs
to create lots of jobs - perhaps one
million additional ones a month - if it
is to employ its booming population.
one speaker at the event suggested
that 90 million manufacturing jobs
could be created in india over the
next decade alone, which is good
news for the country that will see
some 13 million young people
join the workforce each year.
there have been recent signs
that the indian economy is picking
up, however growth rates remain
far below the eight percent levels
achieved over a decade until growth
started slumping two years ago.
For many indian’s a full-time job is
still unachievable, more than 700
million people in the country still
live in poverty and its infrastructure
is badly in need of updating.
since becoming prime minister
four months ago, modi has been
relentlessly promoting india as
the world’s next manufacturing
powerhouse - a title long held
by china, which is now growing
wealthier and working towards
“If there is any country in the world where all these three things are present, it is India”
1 2 o c t o b e r 2 0 1 4
becoming a consumer economy.
A stronger manufacturing sector
could help in a host of other ways,
suggested speakers, linking india
into global supply chains, boosting
exports, helping to reduce the
current-account deficit and so on.
And modi himself echoed this
sentiment, “i want indian companies
to become multinational and to
expand their reach to various parts
of the world,” he said, just hours
“I want Indian
companies to become
multinational and to
expand their reach
to various parts
of the world”
Modi would like to see productive investment in India’s manufacturing industry that would allow the country’s economy thrive
LeaDershiP
1 3
i s i t i n d i A ’ s t i m e t o s h i n e ?
before departing for the United states
where he and President Barack
obama will meet over an agenda that
includes boosting business ties.
India needs to boost education and infrastructuremodi means business, that is clear
to see, however he is also realistic
about the need for india to develop
if it is to become the global nation
he envisions. he spoke of an urgent
need for skills development as far too
many of india’s youngsters are poorly
prepared for globally competitive
work and identified 21 critical areas
for industrial development. he spelt
out how infrastructure would improve
and emphasised the need to make
india a far easier place to do business
by scrapping red tape and oppressive
rules. “here is a government that is
dedicated to development,” said modi.
Businesses leaders praised
the make in india campaign, with
tycoons including reliance industries
chairman mukesh Ambani and tata
Group boss cyrus mistry attending
the launch event alongside modi.
they urged his government to cut
red tape and simplify the taxation
regime for companies. “What is being
launched today is actually going to be
the next growth driver for india,” said
icici Bank ceo chanda Kochhar.
to conclude, essentially modi
wants to build confidence and trust,
to make india a less hostile place for
investors, both local and foreign and
to boost the manufacturing sector
dramatically to bring investment and
growth to the country – an honorable
and ambitious campaign.
Skills development is key to India’s success
auDi vs. googLe: who will win the Driverless race?Written by: AbigAil PhilliPs
TechnoLogy
1 51 5
1 6 o c t o b e r 2 0 1 4
DriverLess cars have become synonymous with Google.
the internet behemoth has been
developing autonomous vehicles since
2005 and in 2014 launched its latest
prototype, which had neither steering
wheels nor pedals. Google seemed
to be leading the sector; however
in the past month car manufacturer
Audi has taken strides that could see
it overtake the technology giant.
on tuesday 23rd september, Audi
announced that it had become the first
automaker to receive a permit from the
state government to test self-driving
cars on california’s public roads.
Audi’s permit was granted under state
regulations that went into effect the
same day. does this mean the luxury
German brand could overtake Google
and become the first manufacturer
of a vehicle that can drive itself? Yes
and no, said John rosevear, writing
for motley Fool, “Audi and Google
aren’t really playing the same game.
Google’s self-driving experiments
are a fascinating side venture for a
famously smart company, but Audi’s
efforts are grimly serious”, he says
Google’s vision is one focused
very much on the future of driving - a
future in which road traffic accidents
and congestion become much less
common. its latest prototype is a small
and bug-like vehicle with no pedals
or even a steering wheel – it’s a totally
new concept for driving. on the flip
side Audi is focused more on creating
a self-driving vehicle that looks very
much like its current models - its end
goal being to outpace the competition
by introducing self-drive elements,
rather then utterly disrupt the sector.
So who is more likely to win the driverless race? in truth, the first driverless car to come
Google still leads the way when it comes to disrupting the way we drive now and in the future
TechnoLogy
W h o W i l l W i n t h e d r i v e r l e s s r A c e ?
1 7
to market will probably look very
different from Google’s prototype and
more like the vehicles we are used to
seeing on our roads daily already. like
many of the technological advances
that have been introduced to the
automotive manufacturing sector in
the past, the battle over self-driving
cars will most likely play out in the
luxury car market. Before we see a
fully autonomous vehicle hit our roads,
we will see driverless features added
to luxury vehicles already in existence.
in fact, driverless feature are
already making an appearance.
many automakers have already
introduced features that incorporate
technology developed as part of the
research into self-driving cars. they
include systems that help guide you
into tight parking spaces, keep you
at a set distance from other cars on
the highway, and warn you if you’re
about to hit an unseen object.
last year, mercedes-Benz went
even further, introducing the first
car that can drive itself, if only
occasionally. the new-for-2014
Google’s latest driverless prototype doesn’t have a steering wheel or pedals
1 8 o c t o b e r 2 0 1 4
mercedes-Benz s-class sedan
includes a suite of features called
‘intelligent drive’. Under certain
limited conditions - stop-and-go
highway traffic, for instance -
the intelligent drive system can
accelerate, brake, and steer for the
driver, up to speeds of 37 mph.
it’s far from a true self-driving
system - the driver still must pay
attention and be ready to take over.
however, it’s an impressive feature that
no other automaker has implemented;
in the high-end luxury car market,
that matters a lot: U.s. sales of the
s-class are up 107 percent so far
this year. no wonder Audi is hoping
to win its slice of the sector.
The luxury car market takes pole positionWhile Google is winning in the Pr
stakes, it’s the likes of mercedes
that other auto manufacturers are
Mercedes’ S-Class already comes equipped with driverless elements
TechnoLogy
W h o W i l l W i n t h e d r i v e r l e s s r A c e ?
1 9
keeping their eyes on. the success
of its self-driving features is causing
other manufacturers to bring their
own autonomous ideas to market.
earlier this month, General
motors ceo mary Barra announced
that the automaker’s ‘super cruise’
system would come to market with the
2017 cadillac, while BmW is expected
to bring limited self-driving capabilities
to some of its models soon in the form
of its ‘ActiveAssist’ system. nissan has
also promised advances self-driving
capabilities in the near future. its latest
Q50 sedan already includes a feature
called ‘Active lane control’, which can
briefly take control of the car’s steering
to nudge it back on course if you drift
out of your lane on the highway.
in short, Audi’s latest move is not
designed to beat Google when it
comes to developing a new way
of driving, but is about keeping up
with and likely surpassing other
luxury automakers’ attempts
to make steps in the field.
Google doesn’t need to be
worried. its bold ideas and fierce
ambition set it head and shoulders
above the rest when it comes
to product development and
disrupting the status quo.
Luxury automakers such as Audi will take the lead with driverless features
‘Audi’s latest move is about surpassing other automakers’ attempts in the field’
2 0 o c t o b e r 2 0 1 4
Continuous innovation at Boeing leads to sustained success in a
highly competitive industry
Lean
2 1
Continuous innovation at Boeing leads to sustained success in a
highly competitive industryW r i t t e n b y : a B I g a I l p h I l I p s
2 2 o c t o b e r 2 0 1 4
Lean ManufacTuring has helped countless corporations and
small manufacturing companies save
time, reduce waste and increase
efficiency. lean best practice
and continuous improvement has
transformed the manufacturing sector,
however the introduction of innovation
can take good results and turn them
into excellent ones.
Boeing is one company that has
truly embedded innovation within
its culture and the results have
been staggering. in 1998 it took
Boeing 71 days to assemble its 777
aircraft – today it takes just 37. By
introducing a grass roots culture
of innovation, the aerospace giant
also managed to shave an incredible
nine days off the final assembly of
its 737, going from 20 days to 11.
this level of time saving takes
a lot of dedication from top tier
executives down to workers on the
ground – its not about implementing
a process, rather about changing the
company culture. so how did Boeing
do it? the company is dedicated to
looking outside the box to solve any
production problem and bottleneck it
comes across and is willing to explore
even far-fetched ideas and concepts.
innovation teams meet regularly to
discuss these ideas until they find
a solution that makes sense and
importantly, persist until each problem
is solved.
Ultimately, Boeing encourages
each and every employee to be
creative, disciplined and persistent.
‘Ultimately, Boeing encourages each and every employee to be creative, disciplined and persistent’
Boeing assembly line in operation
Lean
2 3
h e A d l i n e
innovation is at the heart of what
Boeing does – every decision
is geared towards building a
sustainable future for the brand.
How Boeing saves time using continuous innovationAn example of how Boeing saves
time and thus money can be seen
when you look at the development
of the 757 assembly line. Plant
engineers struggled with a time-
consuming bottleneck due to having
to lift the plane’s heavy seats up to its
doorway and inside for installation.
once the seats came to the plant,
they were fitted with wheels, lifted
by an overhead crane to the airplane
doorway, unloaded, rolled into the
cabin, divested of their wheels and
finally installed. the process from
beginning to end took 12 hours.
members of Boeing’s ‘moonshine
shop’ – a team of people tasked with
developing ideas in late night thinking
sessions – began searching for a more
effective process. they asked the
question: “if not cranes, then what?”
the team attended county fairs and
studied Ferris wheels; they looked
at ski lifts and automated roofing
carriers but nothing quite fit the bill.
2 4 o c t o b e r 2 0 1 4
eventually one of the team members
mentioned the hay loaders her say
on farms near his home. could they
be adapted to ferry heavy seats
up to the plane for installation?
the team began looking into the
workings of hay loaders and finally
found a rancher who could develop
a viable machine that met their exact
specifications, adding safety guards.
the new hay loader was put into
production and shaved an astonishing
10 hours off seat installation. it was
quickly rolled out across all 757
manufacturing plants.
then there was a problem with
the airplane tires being punctured
by the ubiquitous metal fasteners
that littered the floor as they rolled
down the assembly line. engineers
created sweepers that hooked onto
the landing gear, which worked to
catch the larger items but missed the
tiny fasteners. then one engineers
remembered seeing motorcycle
wheels covered by protective canvas
casings at a race so developed the
covers for the 757 and tried them;
they were extremely effective.
solving the problem saved Boeing
$250,000 per annum, per aircraft.
then there was the complex system
of almost 700 hydraulic tubes that
were individually installed into the
wheel well of the 737 landing gear
- a time-consuming and frustrating
process requiring two shifts to
complete. According to an article
in the Wall street Journal, Boeing
engineers and mechanics shortcut
that process by suggesting that
the tubes be grouped into larger
clusters at another plant. the
resulting products are much quicker
to install, saving more than 30 hours
of mechanic labor. What’s more, new
process also reduces hydraulic leaks.
Small changes can make a large difference when it comes to time saving and cost reduction
Lean
c o n t i n U o U s i n n o v At i o n At B o e i n G l e A d s t o s U c c e s s
2 5
How to innovate your production lineBelow are some key takeaways
to embed a culture of continuous
innovation at your plant, outlined by
sally mounts, President of Auctus
consulting Group:
1. Be persistent. many of Boeings
solutions were achieved after
previous efforts had failed to
get off the ground. don’t stop
searching for a workable solution
before the goal is achieved.
2. Apply creative thinking. consciously and consistently
apply creative thinking to
the problem. Get out into the
world and survey unrelated
industries for ideas. Work the
problem by looking outside
of the conference room.
3. Develop teams. hire a team of
people to address innovation
issues on a constant and
consistent basis. Boeing’s
‘moonshine shop’ works
full-time to address lean
manufacturing productivity
concerns. You may not need
full-time innovators, but project
teams can accomplish similar
results with the right guidance.
4. Embrace continuous improvement. Boeing has
borrowed this concept from
Japanese lean manufacturing,
and it has paid off handsomely
for the company. never
stop striving to make things
better, faster and easier.
continuous innovation will not only
make your processes simpler now, but
will set your business up for greater
success in the future as well.
Innovation is embedded into the culture of the company
2 6 o c t o b e r 2 0 1 4
How to manage apprentices in the manufacturing sectorW r i t t e n by : A b i g A i l Ph i lli Ps
The gLoBaL econoMic recession took it toll on manufacturing
around the world. reduced spending
created a domino effect of reduced
demand and subsequent employee
cut backs, but the good news is the
economy is picking up so sufficiently
that employers in all sectors are
seeking to hire more staff.
however, the recession has not only
changed the thinking of corporations
and employers, but also that of school
leavers. With university degrees
costing money, and the very real
prospect of unemployment upon
graduation, many students have opted
instead to enroll in vocational courses
or embark on apprenticeships.
PeoPLe & skiLLs
2 72 72 7
A report published in July from
sandler training, a business
consultancy service, used data
from a survey of over 1,000 smes. it
found that academic qualifications
are “losing out to practical skills”,
which, the report claimed, “can
deliver more tangible effects on a
business”. the companies surveyed
said that they expected to be
increasing their apprenticeship
hiring by 20 percent within five
years’ time but boosting graduate
recruitment by only seven percent.
And this trend is particularly
prevalent in the engineering and
manufacturing sectors, where the
number of people completing Act
2 8 o c t o b e r 2 0 1 4
employees, is also changing.
Top tips for managing apprentices for mutual gain1) set exPectAtions.
Whenever you bring a new employee
onboard, it’s important you set clear
goals and expectations. outline the
key skills you expect your apprentice
to gain throughout the programme,
identify the work he or she will need to
(the largest training provider in Wales,
U.K.) apprenticeships has risen
by more than 38 percent. Andrew
cooksley, managing director of Act
suggests that employers looking for
‘hard skills’ over ‘pure’ academic
qualifications might drive the trend.
so there seems to be a very
real shift towards on-the-job
training, which means the way site
managers recruit and manage
Make sure your apprentice is aware of expectations from day one
PeoPLe & skiLLs
h e A d l i n e
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complete and the hours required for
success. Will your apprentice need
to obtain any formal qualifications
while on the programme? do
they need to record their own
progress? All these questions need
to be answered on day one.
2) creAte A detAiled PlAn.
Before you employ any apprentices,
you need to create a detailed training
manual outlining each individual
step of the course. this manual
will be extremely valuable for the
apprentice. not only can he monitor
his progress, but also reference critical
information. think of this manual as
a course textbook. it should include
educational materials, development
markers and practical instruction.
3) monitor PerFormAnce.
once you have developed the detail
behind your apprentices’ learning
journey you may find it helpful
to identify how you will manage
quality at each stage. For example,
how will you know that the initial
assessment process is working
effectively and delivering the right
outcomes for individual apprentices?
the following ideas can be used to
Be sure to monitor progress
3 0 o c t o b e r 2 0 1 4
build a plan to monitor and improve
the quality of each stage of the
apprenticeship journey and also
the programme as a whole.
• Establish clear processes
for each stage or element
of the learning journey.
• Identify key performance indicators.
• Decide how you will gather
and analyse feedback from
individual apprentices, managers
and other people involved
in the apprenticeship.
• Determine when and how assessors
will share their experiences.
• Develop processes to spot
check or ‘sample’ apprenticeship
documentation.
• Decide how often training
delivery will be observed.
‘...employers looking for ‘hard skills’ over ‘pure’ academic qualifications might drive the trend. So there seems to be a very real shift towards on-the-job training, which means the way site managers recruit and manage employees, is also changing.’
• Determine how you will check agreed
processes are being followed.
• Review the Common Inspection
Framework and think about how you
could meet the standards described.
• Create an overall quality plan for
your apprenticeship programme.
• Identify who will lead the
implementation and future
development of the plan.
A training provider may deliver some
elements of the plan on your behalf but
Apprenticeship schemes are becoming increasingly more popular in the sector
PeoPLe & skiLLs
h e A d l i n e
3 1
it is important that you maintain overall
ownership. managing quality is about
ensuring that apprenticeships deliver
for your employees and the business
so you may also choose other, internal
measures to ensure this is the case.
Assign mentorsA great way to fast-track learning and
monitor the progress of individual
apprentices is to assign buddies with
a wealth of experience in the relevant
area of expertise. this engagement
will help the apprentice see how
each task should be done safely,
efficiently and to a high standard.
it also acts as a benchmark for the
apprentice’s own development.
From a business development
point of view, giving existing
employees the responsibility of
training new recruits is good for
employee morale and could also
help executive management identify
potential leaders in the business.
Offer full time employment Finally, when all is said and done,
ensure your apprentice scheme offers
successful trainees the opportunity
for full time employment – it may
even be worth making 12 months
employment compulsory - considering
on average, training an apprentice
will cost the business in the region
of £20,000 (Usd$32,000) so don’t
spend the money only to hand well-
trained recruits to competitors.
A buddy system will fast track learning on the job
top 10 Ways to Build a World Class manufacturing safety strategymanufacturing executives shouldn’t overlook health and safety management. Failure to develop and maintain an effective strategy could result in poor financial results, negative branding or in the worst-case scenario serious injury or death.
large accidents relating to safety can incur painfully high penalties, set back production and cause insurance premiums to skyrocket. how can manufacturing executives develop a health and safety system that protects its people, products and bottom line?
3 2 o c t o b e r 2 0 1 4
Written by: AbigAil PhilliPs
ToP 10
top 10 Ways to Build a World Class manufacturing safety strategymanufacturing executives shouldn’t overlook health and safety management. Failure to develop and maintain an effective strategy could result in poor financial results, negative branding or in the worst-case scenario serious injury or death.
large accidents relating to safety can incur painfully high penalties, set back production and cause insurance premiums to skyrocket. how can manufacturing executives develop a health and safety system that protects its people, products and bottom line?
3 3
10. have a hanDLe on firsT aiDin the event of an emergency easy access to medical equipment is crucial. the manufacturing facility should be well stocked with essential and job-specific first aid equipment, and each item should be well identified. All employees should have at least minimal training when it comes to using first aid equipment. in many cases, it is necessary to have staff members who are specially trained in first aid, cPr or confined-space rescue.
9. know where you sTanD froM a LegaL sTanDPoinTmake sure everyone is well aware of his or her accountability and responsibilities. many countries and/or jurisdictions have differing level of liabilities, including personal level liabilities. All stakeholders within the company should be well aware of those liabilities and processes. documentation should be prepared in accordance with the stakeholders to ensure everyone
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is protected and practices a safe work environment in their management style and behavior.
8. resTricT access To Dangerous areas on siTeWork sites should only be open to the people trained and paid to be there. Friends, family members and employees from other departments should not be granted access to areas where work is being done. identify restricted areas with signs and tape. in many cases, it is necessary to limit access with locked gates and doors. let your workers know to report any unauthorised people in your facility and if employees grant unauthorised people access, know they will face stern repercussions.
7. Be aware of PerManenT risks anD haZarDs anD PLan accorDingLymany machines in manufacturing are dangerous regardless of whether they are working exactly as they are intended to. take
chemicals, for example, you can’t simply remove the risk of a dangerous chemical by doing a quick check, but you can make sure all chemicals are properly labeled and that employees are equipped to handle them properly. many machines heat up quickly and pose a fire hazard, even when operating correctly. it’s your responsibility to know the limits of your equipment and communicate them to all workers.
confined spaces are another permanent hazard that can be difficult to address. As confined spaces exist in most manufacturing settings, it is important for your employees to understand the risks of becoming entrapped or finding themselves in an oxygen-depleted area. Address that risk with training, exhaust blowers and confined space rescue equipment, and always make sure employees in such conditions work in pairs.
6. ensure Machinery is ProPerLy anD reguLarLy MainTaineDmachinery and equipment that
3 5
isn’t properly maintained can be very dangerous. even equipment with fail-safes can malfunction if you do not perform regular maintenance checks. to minimise the risk, have your equipment inspected on a regular basis by a professional, whether in-house or contracted. And don’t rely solely on those spaced out inspections; make sure that your employees know how to perform a quick inspection before and after using each piece of machinery. the
people who come in regular contact with your equipment should know what a machine looks like, how it smells and how it sounds when operating properly. if a machine is deemed potentially unsafe, it should be shut down immediately for repairs. onsite workers should not attempt to repair malfunctioning equipment on their own without first alerting a supervisor.
5. DeveLoP a ManufacTuring safeTy coMMiTTeeencourage employees to get on board with outlining and maintaining a health and safety strategy by developing a manufacturing safety committee. each division should elect a number of representatives, who will join a meeting each month or quarter to discuss changes to the safety guidelines of the plant. each meeting should be an open forum, where all employees at the plant are welcome to join the discussion or bring a concern to the table. during these meetings milestones should be developed, and
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achievement of milestones should be celebrated, such as no lost time for each month, quarter, and year. Bringing your employees into the debate from the beginning and giving them a voice will motivate them to implement new strategies.
4. exaMine Processes for faTigue facTor, Breaks anD roTaTionrepetitive actions and activities cause most long ranging issues
with employee well being. Fatigue increases as the day goes on. repetitive actions require synchronisation with man, machine and environment, which begin to slow as the day goes by. these can be overcome with effective and frequent rotations, thus bench strength becomes a key to success. Breaks must be designed with these factors in mind and may be allowed differently for different type of jobs
B U i l d i n G A W o r l d c l A s s m A n U FA c t U r i n G s A F e t Y s t r At e GY
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considering these load factors.
3. ProMoTe ManufacTuring safeTy in grouPsconsider the safety of the group and rally the workforce towards a common goal. this automatically activates accountability to persuade others to act in a certain way, which mirrors the goal of focusing on safety. this is especially effective in more volatile and variable operations where volume surges result in frequent workforce reduction and expansion. try a buddy system to ensure safety of the individual and that of the group. this team focused system makes it relatively easy to spot and prevent unsafe behavior and practices.
2. Make safeTy a PrioriTy froM Day onesafety standards and expectations need to be highlighted from day one. to build an effective safety program its implementation will need to be part of the company culture. having an soP is not
enough, it needs to be explained, taught and critically, maintained by management. Floor managers need to watch out for employees cutting corners or ignoring protocols and discipline those employees when necessary.
1. DeveLoP a Training PrograMMeA manufacturing facility is only as safe as the people working in it. detailed training needs to be given to every employee entering the workplace and periodic refreshment courses are essential. employees should have regular training on equipment, personal safety and first aid – they should be able to recognise if a machine is not working, know who to contact in a medical emergency and how to evacuate the facility. At the end of each training course, those in attendance should sign a form stating they understand the health and safety requirements discussed and that they’ll adhere to them. this information should be saved as part of the employee’s file.
Indurama:Strengthening Its Presence Across Latin AmericaPioneering vision in the creation of appliances .
Written by: Mateo Rafael Tablado Interview by: Rebecca Castrejon Produced by: Diego Pesantez Interwviee: Juan Pablo Vela, CEO of Indurama
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Indurama:Strengthening Its Presence Across Latin AmericaPioneering vision in the creation of appliances .
Written by: Mateo Rafael Tablado Interview by: Rebecca Castrejon Produced by: Diego Pesantez Interwviee: Juan Pablo Vela, CEO of Indurama
4 0 O c t o b e r 2 0 1 4
INDURAMA
Competition in Manufacturing
L atin America has become one of the main regions exporting raw material, reaching the most industrialized countries with state of
the art manufacturing. Over the years some cities were established as assembling zones, then later on became manufacturers in a region where big brands already had an established market.
Indurama is one of those Latin American companies that saw the region as a strategic point for the manufacturing of appliances, but also as an emerging market and a fertile field for permanent growth.
In 2013 the company appointed Juan Pablo Vela as the new CEO. Vela has been part of Indurama Group since 2003, starting in Marcimex (a commercialization chain with more than 90 retail stores in Ecuador) from 2003 to 2008.
Vela opened Marcimex in Peru in 2008 and remained in the country until 2013 as the company’s CEO. In less than five years the company opened 60 branches. He then took over as the new CEO of Indurama and returned to Ecuador to manage this new position.
Creating Prestige and Innovation for Today’s Home
Indurama has a history of more than 40 years
Commercial products
Cutting edge
equipment
w w w. i n d u r a m a . c o m 4 1
L AT I N A M E R I C AINDURAMA
Innovation in and out of each appliance
of prestige and has been catalogued as a representative company of the city of Cuenca. The manufacturing company has engaged primarily in the production of kitchen and refrigeration systems in their two manufacturing plants in Ecuador.
Key People Juan Pablo VelaCEO of Indurama
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INDURAMA
Their specific objectives are expanding Indurama’s brand in Latin America, consolidating their products and increasing their supply.
Balancing Technology and Human Resources
One of the biggest and most consistent areas the company invests is the renewal and development of their technology in its many departments, such as automation to increase plant productivity without interfering with their employees capabilities, which allows them flexibility and dynamism by rapidly responding to the market and consumer needs.
“We always maintain a strong focus and distinction with a high design component in our products. Therefore it is important to have that flexibility,” Vela said.
“We always maintain a strong focus and distinction with a high design component in our products. Therefore it is important to have that flexibility”
– Juan Pablo Vela, CEO of Indurama
Refrigerators Indurama
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L AT I N A M E R I C AINDURAMA
The Human Element
“My greatest satisfaction is having people with lots of leadership and lots of excellence. This comes from shareholders that transmit these values,” says Vela, who emphasized the individual and collective values of every person working in Indurama.“Because if there is a constant in business, is that you will always have new challenges; face them and learn from it to achieve results.”
Employees
Conditioning of global
excellence
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L AT I N A M E R I C A
Strategic Management for the Future
Nowadays, Indurama processing plants supply almost one million units to fulfill the market needs, being kitchens and domestic refrigeration products their most popular orders.
As a leading brand in Latin America, the company seeks to consolidate its operations in the region through the gradual expansion of new products in its portfolio. They’re trying to achieve that by manufacturing more air conditioners, televisions, washing machines and other household equipment.
Developing Suppliers
Another key tool for the position and branding of Indurama throughout the continent is their relationship with suppliers. These strategic
Processes with global
standards
www.fairis.com
Number of employees: +400 Stablished: 1928 Type of industry: Manufacture of safety glass for appliances, tempered glass, insulated glass for commercial refrigerators. Main Services: Specification, development, products of tempered glass for household appliances, flat, bend, spherical (press), edge work, drilling, up to three colors, packaging and shipment. Recent Projects: Startup of tempering furnace for 3.0mm glass thickness, our capacity now has three complete lines from cutting to tempering. President: Lic. Jorge H Jaramillo V CEO: Jorge Luis Jaramillo D. mba Production Manager: Ing Marlon Salazar.
Visit Our Webpage: www.fairis.com
SUPPLIER PROFILEFAIRIS
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INDURAMA
alliances are generating new designs, materials and products, and make it possible for the company to establish strong distribution networks and strengthen brand presence with post-sales services.
“This has allowed Indurama to grow in quality, design and services, benefiting our customers and suppliers,” Vela said.
Environmental Impact Initiatives One of Indurama’s most successful projects is currently carried out in partnership with ONUDI (United Nations Industrial
Quality control
Appliances Indurama
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L AT I N A M E R I C AINDURAMA
Company Information I N D U S T RY
Manufacturing of
appliances
H E A D Q U A RT E R S
Cuenca, Azuay, Ecuador
F O U N D E D
1972
E M P L O Y E E S
2,500
P R O D U C T S A N D
S E R V I C E S
Refrigerators, stoves,
coolers, stoves, ovens,
toasters, countertops, air
conditioning, household
items, etc.
R E V E N U E
USD$200 millon
W E B S I T E
www.indurama.com
Development Organization) and the Ecuadorian government to reduce polyurethane emissions in favor of cyclopentane, which is friendlier to the ozone layer. The company is also implementing the more environmentally friendly refrigerant gas R600.
In addition to these programs, Indurama is constantly working on obtaining the compliance certification of global standards.
“We are a low-impact company in regards to the environment and we are always looking to improve in this area,” Vela said.
“Because if there is a constant in business, is that you will always have new challenges; face them and learn from it to achieve results”– Juan Pablo Vela, CEO of Indurama
association of pulpand paper producers:Argentina’s Paper Community
written by: osvaldo vassallo, President of the chamberProduced by: diego Pesantez
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association of pulpand paper producers:Argentina’s Paper Community
written by: osvaldo vassallo, President of the chamberProduced by: diego Pesantez
5 0 o c t o b e r 2 0 1 4
argentIna’s paper communIty
We titled this article “La Comunidad del Papel”, which is the name we have given to our facebook page, which aims
to disseminate the qualities of the cellulose and paper in sustainability. why?
our Association, which concentrates the most important producers of cellulose and paper in Argentina (more than 80 percent of the producing market), has been in disbelief, it has been punished harshly and unfairly due to the paper figure, hiding behind false conceptions installed in our society, concerning the use of native forests to make paper.
nothing could be farther away from the truth. Paper, at least the ones produced in Argentina, occurred thanks to implanted forests or alternative fibers, for example, sugar cane. in addition to this, more than 50 percent of the materials used come from recycled paper, which is a constantly promoted activity in our association.
today, we have set as one of our goals the promotion of knowledge in regards to our material, not only through networks, but also with training, both in distance or face to face. As the last scenario and in agreement with the two universities that are dedicated to technology in
“Our Association concentrates the
most important producers of
cellulose and paper in Argentina”
– Osvaldo Vassallo, President of the
Association of Pulp and Paper Producers
w w w. a f c p a r g . o r g . a r 5 1
l At i n A m e r i c AargentIna’s paper communIty
Biomass boiler
cellulose and Paper, we provide top-level training for young professionals and technicians to get involved with the essence of our production and virtues of the material in with which we work.
Additionally, every two years, we summarize,
verified in each segment and in each area, in the event of cellulosic days. the next convention will
Osvaldo Vassallo, President of the Association of Pulp and Paper Producers
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l At i n A m e r i c A
be held in may 2015 and stands as an attractive event with panels of experts to discuss topics related to our business, such as the disclosure of the latest technological developments, forest certification, chain of custody, social responsibility, and the economy.
We have a personalized biweekly newsletter that reports the most significant developments in the sector, both in our country and the region.
At the institutional level, our Association holds the representation of members against state, local and private agencies. through an agreement signed this year in pursuit of generating improvements in production, investment and job creation on our part, while receiving from the national state financial aid and communication strategies.
in this area, we have relationships with other related institutions such as Argentina Forestry Association, the Federation of industrial Graphics Argentina, and the chamber of corrugated
Yankee for new
voith pulp machine
in Argentina
“Our Association holds the representation of members against state, local and private agencies”– Osvaldo Vassallo, President of the Association of Pulp and Paper Producers
5 4 o c t o b e r 2 0 1 4
argentIna’s paper communIty
Argentina Federation timber industry. it should be mentioned that these institutions have sponsored cerFoAr, a Forestry certificate from Argentina that was recently approved by PeFc internationally.
We remark that our Association is itself the national representative to the Federation. that is why together we generate wage settlements and mainly the collective Bargaining Agreement that governs domestic activity.
it should be noted that the areas in which we operate are cellulosic, that of printing and writing paper (including newsprint), the packaging paper
Treatment plant of Smurfit Kappa effluents in Argentina
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argentIna’s paper communIty l At i n A m e r i c A
and tissue. rounding out the line, the cards for folding boxes lined in cases for applications such as medicine, food, cleaning products, cosmetics, etc.
in our statistics, and as can be seen internationally, the two items are clearly growing packaging paper (with 58 percent share of total) and tissue paper (17 percent).
in parallel, we are not predicting high level investments in Argentina, which we believe are specifically tied to the better use of existing investments, and especially dedicated to process recycled materials.
the Argentina coexists with the best land, mild and all year round climate, abundant and predictable rainfall patterns, which offers the best opportunities for forest management, coupled with the existence of large areas of planted forests, which create the potential for investments in cellulose and paper, specially engaged in import substitution verifying a growing trend for the coming years.
Company Information
I n d u s t ry
Industry Chamber
H e a d q u a rt e r s
Argentina
F o u n d e d
1932
e m p l o y e e s
28
k e y p e o p l e
Osvaldo Vassallo,
President of the
chamber adDress
Belgrano 2852
(C12009aan), C.A.B.A,
Buenos Aires, Argentina
e m a I l
Rhino Water Tanks:Rhino Water Tanks: Water Storage Solutions for AustraliaRhino Water Tanks provides products and services for domestic,
rural and commercial customers.
Written by: laura close Produced by: Wayne masciotrio
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Rhino Water Tanks:Rhino Water Tanks: Water Storage Solutions for AustraliaRhino Water Tanks provides products and services for domestic,
rural and commercial customers.
Written by: laura close Produced by: Wayne masciotrio
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rHIno Water tanks
RHINO WATER TANKS, is a privately owned and operated Australian company with over 20 years experience in the water storage industry. currently rhino Water tanks is represented in all states and has a growing network of distributors and installers.
strategically the company is moving towards offering more options to contain various solutions, not just water. they are also looking at options to expand into more environmentally-orientated solutions and self-supporting systems for water, power and gas.
Water Tank Specsthese modular steel tanks range in sites from 26,000 litres to over 2 million litres, and are available in Zincalume (a metallic coated sheet steel that offers two to four times the corrosion resistance of galvanised steel) or colorbond (a product specifically made for Australian conditions and comes in a variety of colours).
the whole tank and all of its components—including the hydrashield liner—are manufactured in the company’s Western Australian factory. rhino tanks made this a priority for their company to be able
Mt Thorley tanks in progress for Rio Tinto.
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rHIno Water tanks
Rhino Water Tanks
to control the quality of every aspect of the tank manufacturing process. hydrashield is a reinforced food-grade metallocene coated liner that is Uv treated and is suitable for exposed applications where a roof is not required.
Products in rhino tanks’ line are approved for drinking water, as well as a range of other liquids including vegetable and animal oils, both high and low ph water as well as sewerage, waste and recycled water. All of the wall sheets are corrugated and rolled from galvanised steel; roof trusses are hot-dipped galvanised for
durability. the metallocene-coated liners, just like the hydrashield, are also Uv treated.
Continuous Improvementrhino Water tanks is a quality-endorsed company. All products are manufactured in the Western Australian factory under a quality management system certified to iso 9001.
rhino’s quality management system aims to benchmark its products and services against the best in the world. the well-recognised ‘Five-ticks’ standards mark is proudly displayed to give
rHIno Water tanks
customers the confidence that rhino Water tanks continually strives to provide cost effective, quality products and services that meet the customer’s individual needs and expectations.
“Being an iso 9001 accredited company continuous improvement is what you strive for,” said duane crombie, ceo. “Furthermore, being a manufacturing business is always tough and gets tougher with every year due to rising expenses and materials and market pressure to make a sale that is mainly based around price and not quality and service.”
the company has made key changes with their manufacturing systems, where rhino has been able to increase productivity with the introduction of machines and robotics. material usage and time management are the two main focuses to continual improvement and will continue to drive the business to better results.
Domestic & Rural and Commercial Water Tanksrhino Water tanks provides
“The domestic water tank market is still our main focus and we use this as a base to grow into the other areas when it suits. To be around in five years time in the challenging manufacturing industry the main key is to keep being smarter, innovative and economical with anything you do and that is our main focus.”
m A n U F A c t U r i n G
www.rh inotanks .com.au/ 6 1
rHIno Water tanks
products both for domestic and rural needs as well as for commercial sites. the company’s range of domestic and rural water tanks are specifically designed with the unique needs of the user in mind. the following features are included on each tank dedicated for domestic and rural customers:• Rhino Infinity Tank Liner• Bluescope Steel Corrugated Wall & roof sheets• Dust and Vermin Proofing Seal• Tank Inlet• 20-year Warranty• Magnesium Anodes for corrosion Protection
• 50mm Scour Drain• Lockable Access Hatch• 100mm Bell Mouth Overflowthere are also a range of optional features:• Additional Outlets and Valves• Fire Fighting Coupling• Rainsavers – Tank Roof catchment system• Removable Internal/External ladder• Additional Inlets• Water Level Gauge• Tank Roof Fascia• Rhino Aqua Tub
A couple of Commercial Rhino Tanks completed for a warehouse in Canberra.
rHIno Water tanks
Some fantastic photo’s of three Rhino Tanks installed in Rio Seco, Peru.
m A n U F A c t U r i n G
www.rh inotanks .com.au/ 6 3
rHIno Water tanks
Global Operationsthe global expansion is through rhino’s sister company called rhinex. the main factor that drives this is the need for cost-efficient storage that can be exported and freighted efficiently and then create a large water storage solution that is constructed simply with basic tools and expertise. this will continue as the demand for clean drinking water grows around the world and the flexibility in establishing a water point in difficult area’s or terrain.
rhino Water tanks now has two distributors in United Arab emirates, and has recently started shipping tanks to Afganistan through their dubai distributor Protech General trading program. in 2011, the company opened a location in Port moresby, the capital city and largest city in Papua new Guinea.
“We see the business growing still but into areas where it suits our business needs and not spread ourselves too thin,” said crombie. “the domestic water tank market is still our main focus and we use this as a base to grow into the other areas when it suits. to be around in five years time in the challenging manufacturing industry the main key is to keep being smarter, innovative and economical with anything you do and that is our main focus.”
Company Information
I n d u s t ry
Manufacturing
H e a d q u a rt e r s
Western Australia
F o u n d e d
1990
e m p l o y e e s
100
r e v e n u e
$50 Million
p r o d u c t s /
s e r v I c e s
Rhino Water Tanks provides several different water storage solutions for the wide range of customers in Australia. The tanks are Australian made, owned and operated, and are built with the strongest materials on the market for the highest quality.
6 5
Company invests in Research and Development of products and offers products at affordable
prices to clients and end userswritten by: Tania franco
Produced by: Jaroslav Pribyl
anjo tintas:Focus on the best
Cost-benefit of Innovation
anjo tintas is a unique Brazilian company that has a new way of relating to the consumer market; it’s focused on innovation and offering its clients the best cost-benefit relationship possible. Anjo has more than 100 products present at more
than 5,000 points of sale throughout the country. the company maintains continuous investment in research and development. this strategy has resulted in its being named as one of the 30 “most innovative companies in the national chemical and petrochemical sector,” as awarded by exame magazine in 2004 and 2006. “We believe that companies that invest in innovation will set themselves apart in the market”, emphasizes Filipe r. colombo, the company’s president.
Thinner Anjo production
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anjo t Intas
www.an jo .com.br 6 7
Laboratory
anjo t Intas
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Acrylic paint
www.an jo .com.br 6 9
http://www.brasilata.com.br/pt/index.php
http://www.solvay.com
http://www.businessfriend.com http://www.dow.com/oxysolvents/
headquartered in the city of criciúma, in santa catarina, Anjo tintas is a company specializing in paints, solvents and accessories for the automotive, real estate, flexography (printing) and industry sectors. since innovation is key for the company, Anjo tintas has a partnership with the Federal University of santa catarina (UsFc). through this relationship, an exclusive technical team, made up of masters degree and Ph.d. holders in chemistry, chemical engineering and material engineering with extensive experience in the paint sector, works within the university’s confines to develop new products and make improvements to existing products. “As a result, it’s possible to highlight the launch of innovative products, such as ProtectPack, an anti-bacterial paint aimed at flexography companies.” [others include] “the super leve plaster, the Premium Acrylic Paint Anjo mais, and eco-thinners,” he details. “in fact, Premium Acrylic Paint Anjo mais offers a yield up to 80% higher than common paints in the market”, he emphasizes with respect to the savings passed on to the consumer.
According to the executive, the differential in Anjo’s solutions, in addition to bringing together innovation and cost-benefit, is the company’s concern with sustainability. “our products are differentiated because, in addition to offering the best cost-benefit to retailers (Anjo’s direct customers) and end users, we are also concerned about sustainability. in other words, our innovations reduce the impact on the environment, improve the user’s yield, create less residue and also protect the end user”, he details.
he says, however, that the main challenge is to continue to grow sustainably in a market that has little room for product differentiation. “We have worked hard on innovation to develop unique products and to stand out from the crowd”, he adds.
Anjo tintas uses tools for the continuing education of its employees and the business as a whole, such as the Process improvement Groups Program and the Profit sharing Program, in which all employees have the
B r A Z i l
www.an jo .com.br 7 1
opportunity to participate. the Process improvement Groups Program,
the company’s main participative management tool, provides professionals with the opportunity to suggest improvements, not only to the areas where they work, but also to the entire corporation. through this initiative, Anjo’s goal is to develop the company’s intellectual capital, its professionals, by contributing to the constant improvement of corporate processes to create a happy and healthy work environment.
the company’s employees also participate in a Profit sharing Program. through it, all professionals are required to meet established goals on a monthly basis to be able to participate in the profit sharing program. these goals include but are not limited to average sales cycle time, late payments, sales per professional, and administrative or financial costs. the indicators are managed by a professional who does this work on a volunteer basis. each employee submits his or her individual results each month. When the pre-determined goals are met, the professionals earn percentages (also pre-determined) on top of their base salaries.
the company has activities to retain and develop its employees. one of them is called “the leaders of the Future Project,” a postgraduate course – with content applied on the job – offered to talented professionals in conjunction with the educational institution, sAtc. Anjo even provides scholarships in the
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anjo t Intas
www.an jo .com.br 7 3
Anjo factory
s o l U ç õ e s i n o v A d o r A s e s U s t e n tá v e i sanjo t Intas
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anjo t Intas
amount of 40% of the total cost of bachelor’s degree courses for its employees. in addition, the company does 360° employee reviews, through which the employees’ needs for technical training for employees are identified and, depending on the results of the review, the company offers employees courses designed at meeting those needs.
investments in technology are also part of the corporate strategy of the company. Between the end of 2013 and the beginning of 2024, Anjo modernized its entire it infrastructure. With the goal of ensuring a high level of data availability, new high-performance servers, working as a cluster, were purchased and installed in different data centers. the internal networks were overhauled, new high-transmission switches were installed and the access points were replaced. in addition, according to Anjo’s president, the company is substituting its current Business intelligence system with Qlikview software, which “offers better dynamics and is much more user-friendly than the old system.”
in the factory, Anjo is always on the lookout for opportunities to automate its process. the latest purchase was an automatic filling machine.
Aiming at improving the management of its operations in addition to offering agile and automated service, Anjo has a Wms system installed at its sites. regarding product distribution, the company monitors product stock levels at its affiliates to guarantee quick re-stocking, order releases and shipments so that service is quick and agile.
the company is constantly on the quest for certifications that guarantee the quality of its products. in 1999, Anjo received the iso 9001 certification. in 2012, it earned the iso 14001 certification.
growTh Founded in 1986, Anjo tintas currently serves more than 5,000 clients. its headquarters and its four manufacturing facilities are located in
anjo t Intas B r A Z i l
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criciúma in santa catarina. the company also has three distribution facilities: one in Bragança Paulista, in the state of sao Paulo, one in the city of Aparecida de Goiânia, in the state of Goiás, and one in vitória de santo Antão, in the state of Pernambuco. At the end 2012, Anjo carried out strategic planning that includes various projects to be developed. in 2013 and 2014 some of these were already completed and others are currently underway. Among the projects completed are integrated
Filipe Colombo, Director of Marketing and Innovation
“We believe that companies that invest in innovation will set themselves apart in the market”
7 6 o c t o b e r 2 0 1 4
anjo t Intas
logistics, repositioning of the automotive line, a tintometric system for its real estate line and leader development. “We project real growth of 122% through 2022. Among our plans are the expansion of our manufacturing capacity and entering other sectors, which we cannot release more information about”, he finalizes.
Company Information
n a m e
Anjo Tintas e Solventes
I n d u s t ry
Chemical
H e a d q u a rt e r s
Criciúma, SC - Brazil
e s ta b l I s H e d
02/04/1986
p r o d u c t s
Fabricate products such
as thinners and paints
for the automotive, real
estate, printing and
industrial sectors.
B r A Z i l
www.an jo .com.br 7 7
anjo t Intas
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The main highlight is the compact product, intended for popular housing, bringing together
easy installation and a competitive pricewritten by Tania franco Produced by sergio ambrosino
soletrol is a synonym for innovation
in solar heaters
The featured characteristics of soletrol, a company founded and headquartered in the city of sao manuel in the interior of the state of sao Paulo, are its investment in the expansion of industrial capacity, development of new technologies, emphasis on the
fine-tuning of industrial processes, the importance it places on professional training,a nd its effective exercise of corporate leadership.
the company has been in the market for 33 years, serving all of Brazil, and exports its products to a variety of nations. “soletrol has a unique structure that no other company in all the Americas has and it is effectively the market leader, not only producing more significant quantities than its competitors, but it is also a major developer of technology and innovative products, having popularized the solar water heater as well as spreading knowledge and training professionals across the sector,” says the director President of the company, luis Augusto Ferrari mazzon.
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soletrol
Solar Panel
an innovaTive coMPanyregarding new technologies, soletrol created and developed the market for solar water heaters for low-income housing, popularizing the use of the technology and providing energy savings to the neediest families.
An example of industrial innovation is the solar collectors whose assembly does not require rivets or screws. the innovation not only stimulates production, but it also guarantees a longer useful life for the products. this is one of the 27 patents and rights of industrial design (rid) that soletrol holds.
the automated processes, which the metal welding of soletrol thermal reservoirs pass through, as well as the models, made of thermoplastics, guarantee higher quality and durability in the resulting manufactured products.
the purchase of new production equipment also is part of the company’s
Solar Water Heater
B r A Z i l
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soletrol
non-stop quest to stay ahead of the market. in 2013, the company invested r$2 million in the purchase and installation of a rotational molding machine and line. the equipment, which builds the internal structure of the thermal reservoirs, used in low-income housing projects as well as in products offered to the general market, was purchased to meet the growing demand stemming from contracts soletrol signed with builders throughout the country.
in 2015, the company will have finalized an investment of nearly r$ 5 million. of this amount, approximately 50% was allocated for the purchase of equipment and the expansion of the company’s technical support capacity, such as a building for the production process support sectors. the remaining half was allocated to the redesign of the production line and the expansion of the factory area to accommodate an increase in production capacity.
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soletrolsoletrol
Solar Swimming Pool Heaters
Praça do Sol
soletrolsoletrol
http://www.euroveder.com.br
soletrol also stands out for being the only company in Brazil that has a development and test lab for solar heaters and new technologies, the soletrol technology center.
in addition, the company participates in training market professionals. soletrol is the founder and sponsor of the University of the sun – Augusto mazzon Foundation, which provides theoretical and practical training, supports technical projects and publications, and sponsors television programs that promote the training of the sector’s labor force, such as the program solar energy on tv – esntv.
ProDucT for Low-incoMe housing soletrol serves all solar market segments through the provision of water heating equipment in homes that are already-built (traditional or high level) or are under construction as well as in commercial and industrial buildings,
soletrol
hotels and pools.since 2012, a large proportion of the products made by the company
(50% of current production) is aimed at the low-income housing market. For example, compact heaters that cost approximately r$ 1,300 are installed in 120 sq.meter homes. Among these programs, the cdhU (low income housing office of the state of sao Paulo) and cohAB (a state-owned company responsible for running public housing policy in the city of são Paulo and its metropolitan region) programs stand out, along with the mcmv – “minha casa, minha vida” (“my house, my life”), an initiative of the federal government.
“the big trend of the moment, the segment is responsible for nearly 30% of the sector’s sales. We expect even larger growth in market share in 2014, as President dilma rousseff announced the third phase of the ‘my life, my house’ program, which will include more than 3 million new housing units,” comments the director President.
Soletrol products for hotels
B r A Z i l
www.so le t ro l .com.br 8 5
soletrol
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soletrol
“The big trend of the moment, the segment is responsible for nearly 30% of the sector’s sales. We expect even larger growth in market share in 2014, as President Dilma Rousseff announced the third phase of the ‘My Life, My House’ program, which will include more than 3 million new housing units”
– Soletrol CEO, Luís Augusto Ferrari Mazzon
exPansion anD ParTnershiPsin addition, the company is significantly increasing its distribution channels and strengthening its participation in the pools segment. “recently, we signed a partnership agreement with the israeli firm mAGen, the world leader in the production of solar collectors for pools. through this partnership, a factory jointly operated by magen and soletrol will be producing this technology in Brazil in less than two years,” he details.
in 2013, soletrol sold 400,000 sq. meters of flat collectors in the domestic market only, which accounts for 97% of the company’s revenues). in 2014, sales are expected to grow by nearly 30%.
fuTure chaLLengeAccording to mazzon, the solar water heater sector is undergoing the process of requiring the certification of manufactured and marketed products. therefore, only equipment tested and certified by inmetro (national institute of metrology, standardization and industrial Quality) will be allowed in the market beginning in July 2015.
to comply with the new regulations, soletrol created a quality management system with internal and external audits of all its production processes. “this is an important moment and a turning point, not only for the industry but also for the end user, who will expect even better products”, the executive concludes.
Company Information
I n d u s t ry
Solar heaters
H e a d q u a rt e r s
São Manuel, SP - Brazil
F o u n d e d
1981
p r o d u c t s /
s e r v I c e s
Solar water heating
solutions manufactured
with latest technology
and innovative design
k e y p e o p l e
Luís Augusto Ferrari
Mazzon: CEO
B r A Z i l
www.so le t ro l .com.br 8 7
soletrol
8 9
Company invests R$ 250 million mainly in the production of aluminum parts
Written by: Flávia Brancato | Produced by: Sergio Ambrosino
Teksid invests heavily to keep pace
with the market
Representing one of the largest automotive foundry groups in the world, Teksid keeps pace with developments in the market and offers the very best to cater to current trends in the sector. Specializing in casting and machining cast iron and aluminum,
the group owns factories in Portugal, Poland, Brazil, Mexico, Italy and China, as well as a commercial office in the United States, and has a production capacity of approximately 633,000 tons per year.
The Brazilian branch, which has beenin operation for over three decades, has become a leader in the production of engine blocks for cars and light commercial vehicles with a market share of over 70%. Teksid Brazil has two large plants located in the same industrial park in Betim, a Metropolitan Region of Belo Horizonte. The two factories together, one producing iron and the other aluminum, are capable of producing more than 300,000 tons of parts per year, in a total combined factory area of more than 420,000 m².
Teksid’s Commercial Director, Raniero Cucchiari, proudly explains that these figures are already growing as a result of the planned investment,
Teksid
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TEKSID
primarily with regard to the production of aluminum parts. “At the end of last year we began a very important cycle of investment in aluminum casting. We are talking about R$ 250 million between 2013 and 2016”. The primary motive of all this activity is linked to changes associated with the Incentive Program for Technological Innovation and Consolidation of the Production Chain for Automotive Vehicles (Inovar-Auto) enacted by the government in 2012. The program is a measure adopted by the Federal Government with the aim of stimulating investment in the national automobile industry. It is estimated that by 2015, the Program will raise more than R$50 billion of investments in the sector.
Some Teksid ProductsCatalog
Head for diesel engine
Automotive Aluminum Head
Crankshaft
www.teks id .com.br 9 1
B R A Z I LTEKSID
Changes and expectations With the intention of supporting technological development, innovation, safety, environmental protection, energy efficiency and the quality of vehicles and parts, one of the measures taken by the automakers is to produce more economical cars. And that is exactly where Teksid’s work comes in; producing new parts that were formerly made with iron but will now be made with aluminum. “This trend prompted us to begin producing aluminum blocks for the new motor platforms. At the end of last year we confirmed the investment and at the beginning of 2015 we will begin operations. The expectation is to reach a production rate of 720,000 blocks per year”, celebrates Cucchiari.
Today the group produces cast iron parts such as blocks, head gaskets, brake discs and cylinders, wheel ends, crankshafts, casings and components for cars and industrial vehicles, as well as aluminum head gaskets. Overall more than 200 items are produced. The forecast for the coming year suggests that a productive capacity of almost 1,400,000 head gaskets will be reached in the aluminum foundry, taking into account the installation of a third carousel which is currently being concluded, and which will begin to function next year.
To guarantee the quality of its products, Teksid constantly invests in development manufacturing and distribution processes. “Within the investment plan – and it should be
“At the end of last year we began a very important cycle of investment in aluminum casting. We are talking about R$ 250 million between 2013 and 2016”– Commercial Director, Raniero Cucchiari
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TEKSID
www.teks id .com.br 9 3
B R A Z I L
noted that this is the largest investment by the Teksid group worldwide and probably one of the most significant investments in the Brazilian car parts sector – it is also important to highlight the new furnaces for iron casting”, explains Cucchiari.
Its high level of quality has made Teksid an award-winning company that is internationally renowned as a trustworthy supplier. The company uses four molding lines to manufacture grey and modular cast iron parts, with the flexibility of chemical composition to serve the automotive industry and car manufacturers in their diverse applications.
Finishing light weight parts - Iron casting
TEKSID
Cutting edge technology Occupying a prominent position, the company caters to the largest automakers working in the country. Among its clients are the most important manufacturers of cars and industrial vehicles in the world, as well as global manufacturers of engines and tractors. Boasting a quality product and excellence in manufacturing equipment, the different technologies used by Teksid make all the difference.
Iron casting
Automotive engine block
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Nominated for the AutoData Prize in the category of Technological Innovation, the exclusive HPI (High Performance Iron) alloy, for example, was specially developed for the production of blocks and head gaskets used in state-of-the-art engines, which demand high performance and power as well as low fuel consumption and emissions. Another important trend to which the company is responding to is the production of diesel head gaskets and
Diesel engine block
www.teks id .com.br 9 5
blocks using CGI (Compact Graphite Iron) technology. Raniero admits, “That is a novelty which we were not prepared for until recently and we are now ready to serve the market”.
Another highlight of the company is it’s trailblazing in the acquisition of liquid pig iron. The process, inaugurated in 1988, was developed entirely by Teksid and allowed considerable gains in the quality of the casts, an increase in productivity and a saving of 32% in the consumption of electrical energy without requiring any expansion of the installed capacity.
SustainabilityThroughout Teksid’s history, it is possible to find initiatives displaying
Teksid invests in technology manufacturing products - Iron casting
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TEKSID
a commitment to ethics, transparency and socio-environmental issues. A Sustainability Committee is responsible both for evaluating all actions already undertaken, coordinating new possibilities and working for future improvements related to environmental responsibility. Raniero nevertheless reminds us that “as well as adding new technologies and increasing productivity to meet demand, maintaining sustainable actions is one of our greatest challenges”.
The characteristics of the foundry production
Teksid invests in technology manufacturing products - Iron casting
Some Teksid ProductsCatalog
Flywheel
Wheel end
Exhaust manifold
B R A Z I L
www.teks id .com.br 9 7
TEKSID
www.walbert.com.br
process result in the generation of industrial waste, however the company has strived to adopt sustainable practices which allow the reduction of this waste or its reuse in the production process. A good example was the recent prize won by the Mexican branch, which was awarded the “Environmental Leadership Award (USA)”, during the Cummins Suppliers’ Conference. The award was made by the client in recognition of the importance of the investment and the installation of a system to recover sand in the factory. According to the plans, “we aim to work with the same concept in our Brazilian branch, where the idea is to increase the capacity for regeneration of sand by 70% in two years”, the executive explained.
Moreover, the group is constantly seeking to maintain its role as an
Factory - aluminum casting
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TEKSID
example of environmental awareness in the sector and, among other actions, invests in the adoption of systems for the filtration of suspended particles, the recycling of the water used in the production process, the classification and adequate disposal of solid waste, and a system to treat rainwater. To conclude, “in its first WCM audit – A broad manufacturing program which aims to reduce waste – Teksid Brazil stood out among the other plants in the group by obtaining 12 points”, Raniero says modestly.
Company Information
N A M E
Teksid do Brasil
I N D U S T RY
Casting
H E A D Q U A RT E R S
Betim, Minas Gerais
E S TA B L I S H E D
1976
P R O D U C T S /S E R V I C E S
blocks, head gaskets, brake discs and cylinders, wheel ends, crankshafts, casings and components for cars and industrial vehicles, as well as aluminum head gaskets
M A N A G E M E N T
Rogério Silva Junior : CEO Raniero Cucchiari: Commercial Director
Factory - aluminum casting
B R A Z I L
www.teks id .com.br 9 9
TEKSID