Sheet MetalDiligence opens

up a world

of business

page 11

ForgingCorus supports SDF

to optimise con-rod

manufacture

page 5

FastenersTRL Truck Wheels

study adopts a

practical bias

page 4

SteelThe global

steel market -

a Q4 snapshot

page 12

Autumn 2007Autumn 2007

EN

VIR

ON

ME

NT

DELTA® protects surfaces.

How green is a brake disk?Even if a car has not been driven a single mile it has already gone on a long journey. Over the ocean, for example. And sincenobody wants to see the effects of this travel, the corrosion-endangered brake disks are coated with DELTA-MKS 4100. Thatgives them optimum protection – without any solvents or heavy metals. For us it is important to avoid the use of materials thatcan harm the environment. Thus, brake disks are greener than you think – even when they are coated with shiny silver. Moreabout us at www.doerken-mks.com

w w w. b r i t i s h m e t a l f o r m i n g . c o m

A letter from the Director General.....Traditionally the summer period is the quietest time for the CBM and its members; however this year that has definitely not been thecase. During this normally quiet time we have taken the opportunityto visit over twenty companies resulting in eight new membershipapplications. These new members range from one of the largest steelpressing companies in UK to a very specialist cold rolled section roller. Extra investment has also been witnessed in both the sheet metal and hot forging sectors.

The CBM represented the UK forging industry at the recent Euroforge meeting in Niceattended by over 40 delegates from 8 different countries. It was pleasing to report to the meeting that the UK forgers were very busy and many working to capacity, with over 60% of their production consumed in the auto industry. The other delegates seemedsurprised at the strength of the auto industry in the UK, producing nearly 1.5m vehiclescompared with 1.8m produced at its height ten years ago. Moreover 200,000 commercialvehicles were made in the UK last year and these also provided significant demand for many CBM members.

Aerospace companies were reported particularly busy. However this was not the case for all of our EU friends, the French forging companies, dependent on the French car industryreported serious reductions in activity, down 17%, partly down to some Renault productionmoving to Morocco. Nevertheless the French representatives still reported 543kt of forgingproduction compared with the UK's 342kt tonnes. Germany still leads EU output at amassive 2,620kt, Italy with 1,261kt. However the UK does maintain its position of fourth in the league table followed by Spain at 321kt. Total EU production for 2006 at 5,890kt was 5% up on the last reported period.

Overall it was pleasing to report metalforming in the UK is alive and well and compared to some of our EU colleagues in good shape to benefit from the general upturn in the global economy.

John HousemanDirector General

1

The Confederation of British Metal Forming magazine “Metal Matters” is a quarterly

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ContentsA note from the Director General..................1Introducing GIS Ltd ..................................................1

pricingThe Perils of Cost-Plus Pricing ..........................2

CBM HS&E updateThe latest safety agenda ......................................3

fastenersTRL Truck Wheels Study ......................................4

Bonderlube® FL........................................................4

forgingCorus supports SDF..................................................5

Cramlington is re-born ..........................................6

New development and new performance forthe Forging Industry ................................................7

sheet metalDiligence opens up a world of business for Baylis............................................11

Architectural finishing: The Professional approach ..............................12

steelThe Steel Index ........................................................13

The global steel market – a Q4 snapshot ..........................................................13

health & safetyAre you moving goods safely ........................14

employment lawIs there a problem? ..............................................15

CBM events ..............................................16

Confederation of British MetalformingNational Metalforming Centre, 47 Birmingham Road, West Bromwich, West Midlands B70 6PY.Telephone: 0121 601 6350 Fax: 0121 601 6373Enquiries: Kirsi Lintula,

Communications ManagerEmail: info@britishmetalforming.comWeb: www.britishmetalforming.com

Produced by: Group Information Services LtdTel: 01937 580400www.gisltd.co.uk

While every effort is made to ensure the accuracy andreliability of material published in this magazine, neitherCBM nor Group Information Services Ltd and its agentscan accept any responsibility for the veracity of claimsmade by contributors in advertising or editorial content.

The design and layout of this directory remains theproperty of Group Information Services Ltd, it must not be reproduced or transmitted to a third party withoutprior written consent. © November 2007.

C o n f e d e r a t i o n o f B r i t i s h M e t a l f o r m i n g

“”

by Cliff Burgin

Most engineering firms I know use some form ofcost-plus pricing when they are quoting for newbespoke work.

Whilst this is a simple way to make sure that yourmargin is secure should you win the work, it couldlead to rack and ruin in the long run.

The problem with costp-plus pricing is that it is insular. It shies

away from the customer and the market in which he operates. In

doing so it ignores two important opportunities – those customers

who would have bought from you had you been a little cheaper and

those that did buy from you but would have paid a little more.

Lets say you turn over £10m and you use a fixed margin of 30%

for all quotes. If you turn away £1m of business that would have paid

a price offering 28% margin and £1m of your business would have

paid a price delivering 32% margin, then you have just lost out on

£300,000 of additional profit. - See what I mean!

If you carry on using an unvarying % mark-up over a significant

time you may be lulled into a false sense of security by a consistently

high % net profit but the underlying business could be on the slide.

You will only notice when you find you cannot cut fixed costs back

enough to stay in business. I watched this happen to an engineering

business that went from the toast of the group with consistent

returns on sales above 20% to the verge of closure in four years.

There is often an assumption that cost-plus pricing is ok because all

your competitors will be doing the same. However, I bet if I sent one

of your competitors’ cost accountants into your business to cost one

of your products using your underlying figures he wouldn’t get to

within 10% of the cost you use. 10% is a big difference in price -

even if you were using the same mark up.

The message is, by all means set a minimum gross margin, but look

at the customer’s business, understand their price sensitivity, examine

the context of the purchase and set a price he will be happy to pay

and not just the lowest price you can afford.

Cliff Burgin runs Burgin Associates – a uniquely focussed

consultancy specialising in pricing strategy, tactics and training.

Having previously run sales and marketing for a number of leading

industrial names and been group MD of Dunlop Hiflex, Cliff now

advises businesses of every size on their pricing.

w w w. b r i t i s h m e t a l f o r m i n g . c o m

pric

ing

pricing2

your business

could be pouring

money down

the drain

www.f-e-s.co.uk

FES TRADINGFES TRADING5 Westgate Street

Cowbridge Vale of GlamorganCF71 7AQ

Supplier of DiscountSurplus Fasteners

For stock listContact us

orDownload

from our website

Telephone: 01446 774888 Fax: 01446 773778

e-mail: sales@f-e-s-co.uk

The Perils ofCost-PlusPricing

The Perils ofCost-PlusPricing

CB

M H

S&E

upd

ate

CBM HS&E updatew w w. b r i t i s h m e t a l f o r m i n g . c o m 3

Hi-tech solutions to keeping the workplace safeprovided intriguing talking-points at the last healthand safety meeting.

Such issues have been at the heart of the forgingindustry since the first presses were invented.

Reflecting their continued importance, over 30delegates arrived at the National MetalformingCentre from as far away as Scotland, Lincoln andAbergavenny.

The merits of two possible safety solutions were discussed initially; a laser scanning system being installed at Mettis Aerospace,and pressure sensitive mats successfully trialled at another CBMmember company.

It was agreed that a visit to a metalforming company should be arranged for the Health & Safety Executive Officer, to offer further insights into the challenges of guarding drop forging presses and hammers.

The debate then switched to the hi-tech approach to increasingworkplace safety.

Ian Walker, from the Black Country arm of the German group,KUKA Automation & Robots, gave an eye-opening presentation about the use of robots on both fully and semi-automated forgingand press lines.

Next came a presentation requested by members at the previousmeeting on the use and monitoring of metal-working fluids (MWF).

The HSE's Simon Edwards gave a detailed assessment of bestpractice to reduce the possibility of workplace illnesses. His overviewfocused on four key areas; risk assessment, bacterial contaminationand MWF quality, exposure control and health surveillance.

Simon admitted that a recent survey had produced worryingresponses.

Barely half of the companies responding checked their MWFs for bacteria, health surveillance was patchy, compressed air whichcreates oil mist was widely used and there was very little optimisationof flow rates.

Of equal concern was the discovery that many companies seemedunaware of the potential health risks, and allowed employees to eatand drink close to the MWF tanks.

Simon's detailed and important presentation is now being placedon the CBM website, for easy referral by Health & Safety Officers.

Finally the CBM's H&S specialist, Rob Wright, provided an overviewof the latest Registration Evaluation Authorisation and Restrictions ofChemicals directive - REACH.

The new registration requirement covers almost all substances,manufactured or imported into the EU, in quantities of 1 tonne ormore per year.

It's a complex code which will affect almost all CBM members, as it covers oils, die lubricants, welding gases, surface treatmentchemicals and much more.

At its simplest, substances sourced within the EU simply have to be registered by your supplier or manufacturer.

Importing those substances from outside the EU will create furtherrequirements though, although these will most likely be done by anagent or sole representative.

This presentation which should be studied by all members isavailable on the CBM website. Details can also be obtained from Kirsi, via klintula@britishmetalforming.com.

The next health, safety & environment meeting will be held onJanuary 9th, 2008.

Hi-tech robots

and

MWF dangers

are on

the latest

safety agenda

Bonderlube® FLOne Step Coating for Extrusion

Henkel is one of the newest CBM Associate Members. Henkel’s large product range includes consumer andcraftsmen adhesives, cosmetics and toiletries, and laundry and home care products,with some famous consumer and industrial brand names. Their range of productsfor metal processing includes coatings, lubricants and cleaners for metal formingand fabrication applications.Henkel has recently developed and introduced a new product in the Bonderlube range, for the lubrication of steel wire, as described below.

Henkel introduces Bonderlube® FL; a replacement for cold forming lubricants like zinc phosphate.Bonderlube® FL offers significant benefits in comparison with conventional lubricants. It can be applied in a single layer and therefore the production process requires fewer steps than a conventional process. Eventhough Bonderlube® FL is applied in a single layer the quality of the products will be maintained because the physical properties of Bonderlube® FL equal those of zinc phosphate and the lubrication properties evensurpass them, resulting in a prolonged tool life.

The Bonderlube® FL offers many benefits. Because the process requires fewer steps it is faster and easier to control and requires less space. The process requires less rinsing baths and there is no need for cleaningprior to thermal treatment. The reduction of steps also leads to a reduction of energy consumption andwater use, which results in reduction of waste. Bonderlube® FL is flexible as well, because it can be applied in a batch process as well as in an in-line process.

For further information contact Henkel KGaATel: 01629 824171/07990 550592www.steelandcoil.henkel.com

w w w. b r i t i s h m e t a l f o r m i n g . c o mfasteners4

fast

ener

s

When a wheel becomesdetached from a heavy vehicle it may simply come to rest without causing any furtherdamage. However, in thewrong circumstances, it cancollide with other vehicles orroad users and cause an accident,and in some cases this hasresulted in fatalities.

TRL (Transport Research Laboratory) on behalf of the Department for Transporthas been investigating the frequency,consequences and causes of heavy vehiclewheel detachment, and possible solutions to the problem.

Martin Dodd, Research Engineer from TRL, addressed a FERA seminar at theNational Metalforming Centre in WestBromwich recently, and revealed that the new study would include a strongpractical element.

Previous research has been based almostentirely on theoretical analysis of data and'paper' studies.

TRL has already reviewed existinginformation to identify the scale of theproblem. Although statistically rare, TRLestimates between 7,500 and 11,000 wheel fixing defects occur annually, this is

equivalent to one incident per 3.1 to 4.6million vehicle kilometers. Of these incidents,TRL estimates between 150 and 400 lead towheels becoming detached with roughly athird of these incidents resulting in damage,and one in five causing injury. Thankfully, thenumber of fatal casualties remains in singlefigures each year.

Nearly all truck operators reported havingprocedures in place for wheel maintenance,and most agree on the following mainprinciples:

Daily checks must be carried out

Periodic check/re-torques required

Need for clean mating surfaces

Correctly matched parts

Trained personnel

However, Martin told the seminar that the procedures for torquing and re-torquingvaried with evident variations in the wayoperators followed their agreed procedures.

Surveys carried out by TRL have suggestedthat 2% of drivers don't carry out dailywheel checks, and 5% of operators fail to test wheel security during routinemaintenance.

As part of this study TRL has identified a range of potential measures that may be capable of reducing the frequency ofoccurrence or mitigating the consequences.

These include fundamental changes towheel-fixing designs, the use of wheel nutretention devices, the fitting of directionally-threaded wheel nuts to offset the left-sidebias and the use of bolt/nut movementindicators to make checks easier.

The next phase of the research will focus on evaluating the effectiveness of the countermeasures and data will begathered from both simulated tests using a vibration machine, full vehicle tests on the TRL Research Track, and accelerated wear tests using a second-hand vehiclepurchased by TRL.

forgingw w w. b r i t i s h m e t a l f o r m i n g . c o m 5

Corus supports SDF to optimise

con-rod manufacture for automotive customers

Development work leads to significantweight reduction opportunities

Reduced weight helps automakers meet stringent environmental targets

Improved machining reduces manufacturing costs

Corus, the international steel company, is workingclosely with Smethwick Drop Forge (SDF) the UK’sleading forger of connecting rods for passenger and commercial vehicles, to help optimise the design and manufacture of existing con-rods.

SDF approached Corusfor help in developing itscon-rods to help meet theon-going need fromcustomers to reduce component weight, improvecomponent fatigue performance and reducemachining to take costs out of the manufacturing process on current production components.

The collaboration between SDF and Corus Engineering Steels,based in Rotherham, UK, combined Corus’ extensive expertise incomputer modelling techniques with an in-depth knowledge ofmaterials to evaluate the benefits of using different grades of steel to meet these objectives.

For one customer in particular, SDF wanted to explore severaloptions for optimising an existing con-rod design. The collaborationfirst investigated what could be achieved by using traditional air-cooled steels. Corus developed an enhanced machining grade, which has allowed the con-rod to be made from higher strengthmaterial, resulting in improved component performance, butimportantly without sacrificing throughput on the machining line.

Another key element of the evaluation project was looking at the benefits of switching to fracture split steels. Fracture split steelsallow the rod and cap to be separated along a pre-determinedfracture line. This ensures a perfect fit between the two halvesresulting in engine performance benefits, dramatically reducing the amount of machining the con-rod needs, therefore taking costout of the production process. The latest steel developments fromCorus exhibit increased durability and improved machining comparedto the industry standard C70S6 material.

As part of the development work, engineers from CorusAutomotive based in Coventry, UK, used computersimulation techniques to evaluate the fatigue

performance of each new material variant and toidentify potential mass savings. Corus

Automotive specialises in developinginnovative vehicle engineeringsolutions using latest thinking

n materials and manufacturingtechnologies, including advanced CAE simulation techniques. Theresults demonstrated that SDF could reduce component weight by up to 15 per cent, a benefit they could pass on to their customers to help them improve engine efficiency and meet stringentenvironmental legislation.

Commenting on the collaboration, Mark Adams, ManagingDirector SDF said: “By partnering with Corus and utilising theirmaterial knowledge and expertise in computer simulation techniques,we have been able to carry out many iterations in a short space oftime to determine optimum con-rod design for our customers.”

Mr Adams continues: “Importantly, we have been able to enhanceour credibility with our customers by demonstrating knowledge of a full engineering assessment andas a result we have been able tooffer a component with reducedweight, improved performanceand reduced manufacturingcosts.”

The next stage of collaboration,between Corus and SDF, is already underway with the inclusion of forging design details into a Knowledge Based Engineering package, adding further to the comprehensive design and assessmentcapability SDF is now able to offer its customers.

For further information please contact Bronagh McCullagh at Corus Engineering Steels on +44 (0) 1709 826 814 or emailbronagh.mccullagh@corusgroup.com.

Con-rod forming

Connecting rod

Fracture split design

forg

ing

w w w. b r i t i s h m e t a l f o r m i n g . c o m

forg

ing

forging6

Globalisation is often seen as a destructive force, but therenaissance of CramlingtonPrecision Forge underlines itspositive benefits.

Just five years ago, the firms’ ownerswere on the cusp of closing their north-eastbusiness, and moving its assets offshore tothe low-cost location of Hungary.

Now Cramlington is enjoying the besttrading spell of its history, thanks toinvestment by its new parent company,Sundram Fasteners Limited (SFL). SFL is apart of the TVS Group, which has becomeone of India's oldest and most successfulindustrial conglomerates, with global salesof around $3 billion.

"Some people fear that Asian companiesonly buy into UK-based businesses to closethem and take production overseas, but our

owners do exactly the opposite," saysCramlington's Director and GeneralManager, Steve Rose.

"Sundram Fasteners invests in companiesto work with them and to help them grow,which is why it's been so successful for thelast four decades."

The balance sheet certainly reflects theimportance of Sundram's presence.

"They bought us in December 2003, and turnover that year was £3.2 million,from a workforce of 45," says Steve.

"This year, we'll sell £5.6 million and we now have 59 people, which means sales are up 75% for a 30% per cent increase in employment.

Just the kind of numbers that Steve andhis boardroom colleagues like to see.

"If you're supplying car and truckmanufacturers, you're never going to getprice increases nowadays, so you have tofocus on improvements from productivityand innovations," he admits.

All the signs certainly look good forSundram and Cramlington.

Order books for the year ahead arerunning at a record £7 million, and bumper demand has fuelled a £1.7 millioninvestment programme.

The most visible sign of the growth-oriented Indian strategy is a 4,000-tonneheavy-duty press, which was installed earlierthis year and went into full production inearly August.

"I've wanted that particular press since1998, because I knew it was needed toenable us to supply and retain majorcustomers, such as DAF, MAN and Scania," admits Steve.

Cramlington has been supplying DAFwith all its differential gears for the lastfifteen years, and the truck sector remainsits largest source of business.

However, Steve says the relationship with Sundram has now enabled the firm to win work from the defence industry.Cramlington's recent strategic diversificationinto precision-formed hydraulic pumpcomponents has been equally successful.

"We won business with Sweden's ParkerHannifin, and became one of their foursuppliers. Now our orders from them havedoubled, because they have retained justtwo suppliers," says Steve.

Cramlington will certainly need tocontinue to acquire new customers, as wellas supplying its long-term ones, given thechallenging targets ahead.

Steve and the Cramlington managementteam saw the business doing between £9 million and £9.5 million a year by 2011.

However, Sundram Fasteners' chairman,Suresh Krishna, reckons the companyshould be able to achieve £20 million.

"It's a challenging target, but he's a very dynamic and impressive entrepreneur,and we know they're right behind us," says Steve.

"We asked for £180,000 to fund an automatic turning centre, and that's just been approved, so it will be arrivinglater this year."

www.cpfl-tvs.comForged component

Gear hobbing

Cramlington’s investment

Forging blank

Cramlington is re-born with Sundram’s support

forgingw w w. b r i t i s h m e t a l f o r m i n g . c o m 7

The new releases in 2007 (versions 4.2 and 4.3) have dramaticallyextended QForm’s facilities and improved its performance. Theperformance which has been quadrupled in two years has beenimproved by means of optimization of the code and the developing of new sophisticated algorithms. QForm also utilizes the advantagesof the parallel computations and runs about three times faster onmodern dual core quad processor computers compared to a singleCPU machine because now the computations are split amongtwo/four processors. A 64 bit version is planned for later this year and 2008 developments include a Heat Treatment Module.

Another very significantimprovement has been generatedby the development of a newgeometry import module calledQShape. Some geometrical models created in CAD may have defects that prohibit theireasy conversion into finite element representation requiredfor simulation. Now QForm hasthe facilities to fix the diegeometry defects as the geometryis imported. Sharp edges, smallgaps on the die surface, and toomuch twisted elements can besmoothed interactively in QShape.This considerably increases thequality of the geometry import and reduces simulation setup timebecause the user does not need to return back to the CAD system tofix these common geometry imperfections (Fig. 1).

The rest of the source data can be prepared in just a few minutesby means of a self-explanatory Data Preparation Wizard. This wizardtakes you step by step through the simulation set up and reduces theopportunity for errors. As soon as the data is ready the program canautomatically simulate the process through all the operations until theend of the technological chain. No user intervention is required duringthe simulation. Unlike some other simulation programs in themarketplace there is no need to control mesh generation, step size

and other specific parameters of numerical simulation. The result does not therefore depend on user’s expertise in Finite Elementstechnique. The outstanding accuracy is guaranteed by a sophisticatedself controlled automated mesh generation method that easily createsthe meshes for even the most complicated shapes like crankshafts,steering arms or turbine blades (Fig. 2). Lap and flow-through defect prediction is realized in QForm better that in any otherprogram and provides clear indication of the defects locations andsizes. The program traces the defects through the sequence of blowsand shows the location of the defects in the finish product.

For more effective analysis a projectmay include several variations of asimulation. Each variation may be a complete technological chainconsisting of several consecutiveoperations. This allows the user toanalyze several variants of thetechnology side by side in order toselect the best one.

From the user’s point of viewQForm works seamlessly as a handysimulation tool for virtual “tryouts” ofthe forging process. It provides a fastreturn of investment by means ofspeeding up the technologydevelopment and reducingtrials/production costs. The program

has already added real and valuable competitive advantages to manyforging companies. More information can be found atwww.micassimulation.co.uk or www.qform3d.com

Fig. 1. The solid models of the dies in CAD (SolidWorks) (a); the finite element mesh of the dies created in QShape (b); the fragment of well adapted non-linear finite element mesh (c).

Fig. 2. Self adaptive finite element mesh in simulation of the crankshaft using the tools as shown on Fig 1: the first (a), the second (b) and the third (c) blows.

New developmentand new

performance forthe Forging Industry

by

Trevor Slater and Nikolay Biba (QuantorForm Ltd)

Supplied by Micas Simulations Limited

QForm 3D is a forging simulation program designed by forgers to meet the demands of forge engineers intoday’s competitive market place. The program behaves like a virtual forging shop where the user has control of all the variables. He can develop the sequence of technological operations required to produce the forgingincluding upsetting, blocker and finisher blows selecting the required material, equipment and lubricant to beused. Preliminary and intermediate operations like reducer rolling, heating, cooling and flash trimming/piercingalso can be included in the technological chain.

a b c

a b c

Any company interested in further details please contact

Trevor Slater at Micas Simulations Ltd on +44 (0)1299 822522

or email micas2@btconnect.com.

forg

ing

8

Clyde Fasteners Limited, Hawbank Road, East Kilbride, Glasgow, Lanarkshire, G74 5ET, Scotland

TEL: +44 (0)1355 225451 - FAX: +44 (0)1355 263191

www.clydefasteners.com

For over forty years, CLYDE FASTENERS has been recognised as a premiermanufacturer of high strength Industrial Fasteners. Whilst specialising in

Socket Screw Products, a large part of our production now concentrates on the manufacture of fasteners to customer specifications. Our manufacturing

range covers diameters from 4mm to 20mm by cold forming and from 12mm to 56mm by hot forging. We also manufacture non-forged components

in the diameter range from 12mm to 65mm.

Clyde Fasteners

9

Expanding Sheet Metal Business!

Hastings based sub-contract sheet metal manufacturing company Stevens RowsellLtd have completed their 1000ft

2factory extension and have installed the latest

Trumpf cnc fully automated Laser cutting cell, which is the largest of its kind in the UK. The laser cell facility incorporates an extensive material storage andhandling system which automatically feeds the flat bed laser allowing sheet metal tobe cut without any loading/ unloading interruption, without any downtime causedwhilst the operator retrieves sheet from a traditional racking store and withouthaving to actually rely on a full time machine operator to be at the machine whilstits running. The time efficiency of the facility provides a quick indirect paybackagainst lost non productive man hours and handling and significantly improves thecompany’s laser cutting capacity and turnaround time.

Thanks to consistent growth in sales and profitability over the last 15 months thecompany has invested in substantial infrastructure improvements andmodernisations to further progress operational efficiency & effectiveness throughoutthe entire business. New management, manufacturing planning, purchasing &goods inward offices have been constructed, aiding & supporting those responsiblefor driving the business and its systems. The factory has benefited from a large new central stores room, a customer despatch bay and a sub contract control area.In addition, and mindful of their responsibilities to the environment, the companyhas also adopted more energy efficient plant having completely overhauled itscompressed air and lighting systems recently.

In total just over £1 million has been invested in the factory extension, infrastructuremodernisation and in new machinery in 2007 with a projected spend of £250k overthe next 12 months.

However, it isn’t just the premises and plant that has benefited from substantialinvestment as Managing Director Stuart Small explained, “We have invested bothtime and money in all our staff this year and continue to operate a comprehensivetraining & development programme aimed at furthering skills & capabilitiesthroughout the business. We have also invested in local talent by employing twoyoung lads who are undergoing our EDF backed engineering apprenticeshipscheme.

For more information on Stevens Rowsell & Co Ltd, call Stuart Small on 01424 858080.

Stevens Rowsell & Co Limited,6 Wainwright Close,

Churchfields Industrial Estate,St Leonards-on-Sea,

East Sussex TN38 9PPTel. 01424 852672

sales@stevensrowsell.com

A versatile, professional and highly

skilled sub-contract engineering

& fabrication company in Hastings,

East Sussex, offering 24/7

manufacturing capacity in….

Laser Cutting/Profiling

Punching

Press Brake Folding

Mig, Tig, Spot & Stud Welding

General Fabrication

& Assembly

Accredited to BS ISO 9001:2000 qualitymanagement system

Tel: 01424 852672www.stevensrowsell.com

10

sheet metalw w w. b r i t i s h m e t a l f o r m i n g . c o m 11

In the summer of 1981, the now Lord Tebbit offeredsome encouragement to those who were suddenlyjobless, based on his own father’s experience ofhardship in the depression of the 1930s.

“He got on his bike and looked for work, and he went on lookinguntil he found it,” he said.

In the summer of 2005 Smethwick automotive pressings companyBaylis Automotive responded in much the same way to the collapse of MG Rover.

But they went a little further than a bike ride. In fact, they startedtreating the customers they had with a little more care, began to lookmore closely at their own housekeeping and training, then set aboutwinning new business on the world market.

Now business is booming. This year they are looking at a turnoverof more than £7million – up from under £3million in 2005-2006.

Their customers include Land Rover, Jaguar, Ford, CES, Visteon,Johnson Controls and Denso Manufacturing and their internationalmarkets extend from Spain, Germany and the Czech Republic toIndia, Mexico and China.

When MG Rover failed, Baylis were looking at a black hole in their business of around £1.5 million. But with the aid of the WestMidlands automotive supply chain network Accelerate they have not only plugged the gap, but also filled it many times over.

Leading the company’s recovery has been Managing Director RajDesai, a man who embodies the firm’s “can-do” philosophy and ofwhom Accelerate Adviser Norman Taylor says: “Raj Desai will tell you... If you get off your backside, you can get work.”

Raj turns out to be as forthright as advertised: “Anyone cangrumble and moan and whinge,” he says. “It’s a tough industry. Youhave got to get on with it.”

Baylis clearly have. In 2004-2005, their turnover was £4.7million. On the back of MG Rover’s demise and a general downturn in theindustry, that had dropped to £2.7million in the next financial year.

Says Raj: “We recovered through 2006-2007 and went back up to£4.7million and this year the running rate is £7.5million. At the endof 2008-2009 we expect to be around £10m, which fits into ouroriginal 5-year business plan”.

He does not underestimate the results of what amounts tosomething of a culture change brought on in part by the MG Rovercollapse.

He admits that post April 2005 the Baylis plant was a quiet place, but points out: “The crux of the matter was that with some of ourother customers we weren’t really looking after them or respondingto their requests.

“We have managed to turn that round in 12 to 18 months and after the MG Rover situation, when a lot of suppliers’ labour left, wedidn’t make anyone redundant. We got people to concentrate ontidying machines and working on efficiencies and implementing theTS quality standard.

“Then, when the business was secured, we spent time tooling the projects up.”

The result has been a major uplift in contracts, including£1.6million pa with CES, £1million pa with Visteon for parts for thenew Freelander and £1.5million pa, again with Visteon for a transferof business from one of their own plants, plus another million or soon other contracts.

Says Raj: “Prospects at the moment are very good. We’re stillwinning business and that includes six new parts in the last threemonths all destined for the Czech Republic.

“We are also doing work with Denso on the Toyota Auris and nextyear on the Toyota Avensis. That particular business has grown fromnothing to half a million and will keep growing.”

He is also encouraged by what could be seen as a diminishingthreat to the automotive supply chain in the UK from places like

China and the Czech Republic over the last six to nine months.

“Capacity is an issue and so is climate in China,” he points out. “And in the Czech Republic there’s a general increase in operating costs,which is what you would expect with their membership of the EU.”

Accelerate adviser Norman Taylor has worked with Baylis for fouror five years, in which time the company has been bought by Huntand Rogers Automotive and moved into their Smethwick plant thatwas previously owned by Wagon plc.

He is full of praise for the way the company has bounced backincluding making improvements to the plant itself.

“Accelerate initially went in with some aid, including wagereplacement and retraining,” he recalls. “During this time Baylis were very proactive and went out to find new work. The factory hasbeen tidied up and they have attracted an awful lot of new business.”

Adds Taylor: “It’s true Accelerate has put significant funding intothe company over the last two or three years – but Baylis have put in a lot of hard work and they have won orders against worldwidecompetition.”

www.baylisautomotiveuk.co.uk

From left: Raj Desai M Sc, MBA Managing Director of Baylis Automotive,Norman Taylor Accelerate Adviser with Baylis Board members, John Lucas Dir & Chairman Hunt & Rogers Group of Companies, Graham Farr – Commercial Director, Neil Harber FCA – Finance Director.

Diligence opens up a world

of business for Baylis

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Hot Rolled Plate is perhaps not the best starting point for finearchitectural finishes - particularly water-jet cut profiles that need to be polished on both the A and B side. However a recent prototype polished by PPS from a Hot Rolled substrate illustrates how the mechanical finishing can remove defects from the material whilst ensuring that the finish is suitable for an externalarchitectural application.

Applying a 1K finish

Applying a 1K finish as per BS EN 10088-2 to a profile with suchintricate surface design is certainly something out of the ordinary but something PPS relished in achieving. A 1K finish has a transversesurface roughness of <0.5µm and the BS EN 10088-2 description is the same as a 2K except that the ’1’ of course indicates the basematerial is from a Hot Rolled substrate whilst the ’2’ in 2K specifies a cold rolled sheet base

As you can see below, a 1K finish gives a smooth surface grainwith approximately 350 Gloss Reflectivity which emphasises thebeauty and the lustre of the Stainless Steel.

Of course polishing Hot Rolled material to such a fine finish has its complications. A pre-grind is necessary to ensure that defects such as pitting and surface scale are removed. However the pre-grindthen needs to be removed by an intermediate stage which smoothesout the pre-grind and conditions the surface for the final stages.

By polishing the surface after the plate has been profiled any burrfrom the cutting operation can be removed by the polishing process.Quite often removing the burr is actually specified by the designer or architect so a final finishing operation is crucial.

Inspection procedures

The directors are always keen to be involved in ensuring the finish is correct whatever the application or size of project and work together with the polishing operators to make sure the project is never less than 100%.

Water Jet cut hot rolled profile

Often material that has been water jet cut has a layer of oil on the surface and this needs to be removed before polishing. There areof course inspection levels throughout the process route at each andevery stage and close inspection to the surface naturally occurs when removing any oil deposits. It enables the operator to judgewhether additional processes are needed to remove any surfacedefects. Occasionally Hot Rolled material exhibits defects that aren’tremoved with the initial pre-grind and localised dressing can be usedto reduce the area surrounding this defect. Whilst this has the benefitof removing the defect often an undulation remains on the surface that is visible at the finish stage and it is not a process that should beundertaken without considering the design implications of the profile.

www.professionalpolishing.co.uk

Architectural finishing: The Professional approach

BS EN 10088-21K/2K Finish

Additional specific requirements to a ’J’-type finish,in order to achieve adequate corrosion resistance formarine and external architectural applications.Transverse Ra <0.5µm with clean cut surface finish.

For a polishing company who process thousands of tonnes a year it is always a treat to work on a

project from the conception stage. Talking to architects and advising on suitable finishes is something

that Professional Polishing Services Ltd (PPS) is well experienced in doing. It’s not only the Sales staff

and Directors who enjoy getting involved with such projects; our polishing operators appreciate when

they are able to see a project through from initial drawings to completion.

A 1K finish

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Director and generalmanager; Kirsty Davies,and managing director; Peter Davies can be seenhere (right) inspecting the final finish on anarchitectural prototypebefore protective coating is applied to ensure the polished finish is protected.

steelw w w. b r i t i s h m e t a l f o r m i n g . c o m

In a world in which volatility in steel prices is nowcommonplace, it has become more important than ever for steel buyers and sellers to keep up to speedwith the latest global pricing trends.

The Steel Index is the new source for reliable steelprices based on actual transactions. Weekly price datafor specified grades of steel is submitted to The SteelIndex by companies operating within the steel supplychain, via secure web-based technology. Form the datasubmitted, the volume-weighted average price of eachsteel grade is calculated and published. This method ofcompiling price information is far more rigorous andreliable than the traditional ‘phone survey’ method.

Over 300 companies have registered so far as DataProviders and agreed to provide prices on the specificgrades of steel that they buy and sell, based on thespot transactions they have made for the next deliveryperiod. This data and the companies’ identities are kept completely confidential.

Price series for a range of products in key regions of theworld are available on a weekly basis by subscription toThe Steel Index. More information on the price seriescovered and processes used may be seen atwww.thesteelindex.com where a free trial of the serviceis also available. Those companies eligible to becomeData Providers receive the reference prices andadditional market survey data free-of-charge.

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Production figures show that global outputeased slightly during the summer. China’s outputflattened in July and August although it was stillup significantly year-on-year. EU production alsoremained steady, but US output was estimated tobe slightly higher.

Most prices in Asia were being quoted higher during August.

Prices had reached a low-point in US early in August meanwhile

but turned around in September. Prices throughout Europe were

stable during an exceptionally quiet summer.

Asian buyers saw higher offer prices from both international

suppliers and Chinese mills towards the end of Q3 whilst US

producers announced higher prices which seem likely to stick.

Chinese export activity looks likely to continue but there may be

some reduction in volumes in Q4 as the rate of growth in crude

steel output decreases.

Southern European flat prices were steady or slightly weaker

during the summer as the high levels of stocks and the summer

shutdowns led to subdued demand. Northern European flat prices

were also stable, following ArcelorMittal’s announcement that it

would not seek rises in Q3.

Long products’ demand globally is continuing to be firm and

although prices remain under pressure from buyers holding good

stocks, major European mills ArcelorMittal and Peiner Träger put

up prices by 10-20/t (£7-14/t) for Q4 deliveries citing increasing

costs and good European demand.

High iron ore spot prices meanwhile are increasing expectations

for next year’s contract prices.

The outlook is for increasing pricing for many products during

most of Q4, but some products, such as sheet, may not show any

increase at all. Mills will want to see a reduction in stock levels

before deciding whether go for higher prices in January.

Nearer home, Chinese imports into the UK steadied a little

between April and June when compared with January to March.

This may be an effect of recent Chinese government efforts to

control output by the introduction of export taxes on certain key

steel products.

However, total direct UK steel imports from China at nearly

410,000 tonnes in the first six months of 2007 are over four times

greater than for the same period in 2006 according to the

London-based Iron and Steel Statistics Bureau.

www.steelbb.com

THE GLOBAL

STEEL MARKET a Q4 snapshot

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The problem

The movement of goods from supplier, through intermediaries, to the end user often involves many diverse commercial organisations,namely manufacturers, hauliers, third party logistics providers, palletnetworks, retailers etc. ranging from some very large companies, to small businesses and the self employed. The process of loading/unloading and the movement of goods in this chain creates severalrisks, including those from workplace transport, load security, fallsfrom vehicles, slips & trips (S&T), and musculoskeletal disorders (MSD).

Statistics

In 2004/5, 44 people died at work as a result of incidents involvingvehicles, including: being struck by moving vehicles; vehicles turningover; people falling from vehicles; material falling from vehicles.

In 2005/6 the ‘freight by road’ industry reported:

Load security – 3 deaths and 216 major injuriesMoving lorries in the workplace - 2 deaths, 122 major injuries and 276 over 3 day injuriesFalls from vehicles – 1 death, 298 major injuriesSlips & trips – 442 major injuries, 1507 over 3-day injuriesManual Handling – 279 major and 3653 over 3-day injuries

But these figures under-estimate the true cost of Moving Goods, as we know that across all industries approximately 2000 workers are seriously injured and 5 workers die annually as a result of fallingfrom vehicles. And the estimated economic and human cost for theMoving Goods incidents we know about is £36.7 million.

Key messages about moving goods safely

1. There are simple cost effective solutions to preventing falls from vehicles.

2. There needs to be clear cooperation of those within thesupply chain to prepare delivery plans.

3. Maintain good housekeeping – encourage a ‘see it, clear it’culture to keep trucks, trailers and the workplace tidy.

4. Look for safety features when buying new vehicles, eg reversing aids; safe access to cabs and trailers.

Case Study

A driver was delivering steel beams for the construction of flats,which had been loaded onto his vehicle at a fabricators. As heloosened the strapping one of the beams toppled off the lorry bed,fatally crushing him. The beam that fell had been loaded resting on its narrow edge, close to the side of the lorry bed and overhangingthe edge of its timber bearer so when the webbing straps werereleased the beam rolled over and fell off the vehicle.

The solutions

The beam should have been loaded on its side, with the timberbearers correctly located. The risk assessments for safe loading should have identified that staff responsible for loading needed to be trained in load safety and the driver informed of the checks to carry out before commencing off-loading.

Further information

HSE and Local Authority Inspectors will be carrying out visitsbetween October 2007 – March 2008 to look at precautions duringgoods movement. They will focus on loading/unloading operations to ensure load security, and risks of being struck by, and falling from,vehicles, S&T and MSD.

Further guidance and links:

Delivering safely: co-operating to prevent workplacetransport accidents – http://www.hse.gov.uk/workplacetransport/information/cooperation.htm

Moving goods safely campaign – http://www.hse.gov.uk/movinggoods/index.htm

Road haulage, including links to preventing slips on and falls from vehicles – http://www.hse.gov.uk/haulage/index.htm

Free Guidance:

Code of Practice – Safety of loads on vehicles (third edition)– Department of Transporthttp://www.dft.gov.uk/pgr/roads/vehicles/vssafety/safetyofloadsonvehiclescodeo4566

Preventing falls from vehicles – FTA leaflethttp://www.fta.co.uk/information/otherissues/workplacesafety/falls.pdf

The underlying causes of falls from vehicles associated withslip & trip hazards on the steps and floors – HSE report 347 http://www.hse.gov.uk/research/rrpdf/rr437.pdf

Slip assessment tool - a software package that allows you toassess the slip potential of pedestrian walkwayshttp://www.hsesat.info/

Managing vehicle safety in the workplace, INDG199 (rev1)

Health and safety in road haulage, INDG379

Manual Handling Assessment Charts, INDG383

Are you making the best use of lifting and handling aids,INDG398http://www.hse.gov.uk/

Priced guidance:

Workplace Transport Safety – An employers’ guide. HSG136HSE Books 2005 ISBN 0-7176-6154-7

w w w. b r i t i s h m e t a l f o r m i n g . c o m

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Are you movinggoods safely?

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employment laww w w. b r i t i s h m e t a l f o r m i n g . c o m

We all acknowledge that from time to time ourperformance lacks that edge but to build betterbusinesses the performance of employees needs tobe enhanced, our workforces should be engaged innot just the work but the business as a whole so isthere a problem if an employee’s performance is at best mediocre and a worst poor?

The case:

An employee who has been with our company for 10 years hasnot been meeting key targets for the last 2 years. The employeehas been loyal to the company but their lack of performance andapproach seems to be rubbing off on others we are unsure aboutwhat to do next.

The Information:

When dealing with matters of poor performance;

Each case is individual and should be treated as suchYou should regularly define and communicate regularlywhat performance standards are, there should be clear jobdescriptions that outline the objective of the role and thedefine key performance standards and how they feed intoorganisational goalsYou should provide feedback to employees about theirpositive performance and organisational performance,though team briefings, informal coaching You should have a regular reviews with your employeesand more formal reviews at least once a year. This is anopportunity to discuss positive performance, goals andobjectives and targets and identify areas for improvementTraining needs should be reviewed with the employeeespecially if a job changes, new technology, new ways of working, new products should all be an opportunity to support with training Employees who do not meet required standards need to be informed in a meeting and any underlying issues or any identified barriers to performance need to be

addressed and support offered in a realistic approach withimprovement goals and appropriate time frames to beachieved clearly communicates the need to improve andthe required levelsIf having examined all of the options and provided supportand training and the employee continues to not perform to the required level you may dismiss the employee but you must ensure that you have followed the statutoryguidelines for dismissal.

The resolution:

In this case, it is important to formally meet with the employeeto understand the situation, to establish what has changed, toclearly identify the specific area of poor performance; the impact of the poor performance is having on the team and the businessand set specific targets for improvement with their input on how this will be achieved and identify and training needs orsupport requirements. You should monitor the situation to ensure the employee is progressing and contributing and that the performance has improved to the required level.

Unaddressed issues of poor performance rob our businesses oftheir optimum capability. The challenge is to communicate regularly and meaningfully about performance; to help employeesto improve will deliver business benefits. To create a sustainedperformance culture where employees are delivering high quality, consistent performance it is vital that we celebrate andcommunicate the successes, encourage participation and focus on achievements and learning from our failures.

Melanie Lott is a HR Consultant with Holistic Services Ltd, amanagement consultancy specialising in Human Resources, Health & Safety, Occupational Health support with a training anddevelopment division, the Holistic Academy which trains supervisorsand managers. They look after a range of small to medium sizedbusinesses throughout the UK and can be contacted oninfo@holisticservices.com, 01792 324697 or through the CBM.

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CBM events16

For further information please contact Dr Alan Arthur at the NMC on 0121 601 6350 or email: alan.arthur@britishmetalforming.com.

O n 13th September CBM ran a "Mock Tribunal" in partnership with Holistic Services. There was also anopportunity to explore other areas of dispute resolution

with the experts from Holistics. The event on 20th Septemberexamined system efficiency, production optimization, and developmentof Waste Management Systems. The experts from Groundworksoutlined the process of developing and implementing a WasteManagement System to achieve compliance with environmentallegislation. The Groundworks organization also offered assistance to member companies.

O n November 7th CBM has teamed up with thetechnologists at The University of Birmingham to convene a day of technical workshops and seminars on leading edge

manufacturing technologies. The line-up for the day includes AdvancedModeling demonstrations, High Speed Machining (HSM) & Electro-Discharge Machining (EDM) workshops, and an introduction to theminiature world of Nano technology. This event is being run at TheUniversity of Birmingham in Edgbaston, Birmingham. This eventwill be valuable to all manufacturing and processing companies.

C BM is working with the British Robotics Automation & Robotics Association (BARA) on co-hosting anevent here at the National Metalforming Centre

[NMC] on 13th November. The provisional title is"Automation & Robotics in the Forge" and will showcasethe latest technology and applications for automation inthe forging industry.

I n December there will be a "Leadership Influence

Seminar" at the NMC in Association with The Holistic

Academy. Further events are being planned to cover

various financial elements of particular relevance to our Members,

including an energy event to coincide with CBM Sector Meetings.

Additional topics under consideration include "Corporation Tax

update", "2007 Budget update", and "P11D".

003

Cert No. FM 85086AS/EN 9100 Rev.BISO 9001 : 2000

World ClassHeavy Engineering

DavyMarkham is amongst the most experienced engineering design and

manufacturing concerns in the world, with a market heritage dating back

180 years. Drawing upon the skills and know-how of a highly qualified

workforce and one of the biggest, best equipped engineering works in

Western Europe, it operates to the highest global standards, applying

precision engineering to large static and moving steel structures. This

enables the Sheffield company to compete effectively in such key

sectors as mining & tunnelling, steel plant, moving bridges, hydroelectric

& nuclear energy and general engineering, as well as heavy duty gears &

gearboxes and mechanical equipment repairs & reconditioning.

Tel + 44 (0) 114 244 9971Email info@davymarkham.com

MADEIN

SHEFFIELD

DavyMarkham, a world-class reputation in heavy engineering – and a name you can trust.

www.davymarkham.com

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