willunion Budget 2013-14 - Fujitsu...New Growth Hubs of World” in The Partnership Summit 2013 in...

www.industry20.com February 2013 PRICE 100A 99 MEDIA PUBLICATION VOLUME 12 ISSUE 06

INDUSTRY 2.0 - TEC

HNO

LOG

Y MA

NA

GEM

ENT FO

R DECISIO

N M

AKERS

FEbRUARY 2013 VO

L 12 ISSUE 06` 100

2013-14Budget

union

ElEctronic rEcording

systEm is highly advantagEous for

pharmacEutical manufacturing companiEs. pg: 38

paperless factory

“it is a classic chidambaram budgEt – wEll thought out and

forward looking...”pg: 18

M. S. UnnikrishnanMD & CEO, Thermax Limited

cover story

will

stimulatE industrialactivitiEs?

www.industry20.com 3 industry 2.0 - technology management for decision-makers | february 2013

T he word ‘Knowledge’ has been synonymous with ‘Information’ these days. However, the very purpose of gathering information

is – utilising that for achieving further growth, which may be in terms of business expansion, better works and resources management, achieving enhanced productivity and so on.

One thing is very sure that in busi-ness, whatever we do that is ultimately targeted at enhancement of profit-ability. Inwardly, it is cost reduction to generate more surplus money from the company’s generated revenue, and outwardly it is to enhance the revenue through expansion either in new terri-tories or within the same territory with new product offerings.

Before launching a product ide-ally every company conducts a market survey. Today, information technology has made this process much easier. However, the problem lies at the root. If one company launches a product, which creates its own space in a market, immediately another company attempts to grab that space with their product that may be a bit more value-added. This is commonly called competition, and brings down the price which the buyers are ready to pay for that catego-ry of products. Then who is the loser? Obviously, the manufacturers.

However, there is another route, which only a few manufacturers take up. Yes, it is the route of becoming inventive in its true sense – conceiving something beyond time. Being submissive to the crazy idea of becoming innovative, many a manufacturing company simply queues up for pie in an already saturated market, ultimately sacrifices product quality and spoils own name.

The time has come when especially in the consumer product manufacturing segment, invention is more important than innovation. Innovation is an enabler in the brown field, however, invention is must for the green field.

True inventions always have demand, of course, the actual market needs to be identified. Wherein identify-ing the gaps between the customers’ demands and the supplies at a particu-lar price level is very important.

Let us come back to the ‘knowledge’ aspect. Then, what should a manufacturer find out from the gathered information through multiple sources? Obviously, the first decision has to be made on whether the next product has to be innovative or inventive? Can’t companies, which are still struggling to be innovative with their products in a congested market at a particular price point, think of becoming inventive?

Managing Director: Dr Pramath Raj SinhaPrinter & Publisher: Kanak Ghosh

EditorialGroup Editor: R GiridharManaging Editor: P K Chatterjee

dEsignSr. Creative Director: Jayan K NarayananSr. Art Director: Anil VKAssociate Art Directors: Atul Deshmukh & Anil TSr. Visualisers: Manav Sachdev & Shokeen SaifiVisualiser: NV BaijuSr. Designers: Raj Kishore Verma, Shigil Narayanan Suneesh K & Haridas BalanDesigners: Charu Dwivedi, Peterson PJ Midhun Mohan & Pradeep G NainMarCoMAssociate Art Director: Prasanth RamakrishnanDesigner: Rahul BabustUdioChief Photographer: Subhojit PaulSr. Photographer: Jiten Gandhi

salEs & MarkEtingSr. Vice President: Krishna Kumar KG (09810206034)National Manager - Events & Special Projects: Mahantesh Godi (09880436623)Product Manager: Maulshree Tewari (09717597903)GM (South & West): Vinodh Kaliappan (09740714817)Regional Mgr. (North): Rajesh Kandari (09811140424) North: Madhusudan Sinha (09310582516)East: Jayanta Bhattacharya (09331829284)

ProdUCtion & logistiCsSr. GM - Operations: Shivshankar M HiremathManager - Operations: Rakesh UpadhyayAssistant Production Manager: Vilas MhatreAd Coordination: Kishan SinghAssistant Manager - Logistics: Vijay MenonExecutive - Logistics: MP Singh, Mohamed Ansari &Nilesh Shiravadekar

offiCE addrEssNine Dot Nine Interactive Pvt Ltd Office No. B201-B202, Arjun Centre B Wing, Station Road,Govandi (East), Mumbai 400088. Board line: 91 22 67899666 Fax: 91 22 67899667

For any information, write to [email protected] subscription details, write to [email protected] sales and advertising enquiries, write to [email protected] any customer queries and assistance, contact [email protected]

Printed and published by Kanak Ghosh for Nine Dot Nine Interactive Pvt Ltd Plot No. 725 GES, Shirvane, Nerul, Navi Mumbai 400706. Board line: 91 22 67899666 Fax: 91 22 67899667

Editor: Anuradha Das MathurPlot No. 725 GES, Shirvane, Nerul, Navi Mumbai 400706.

Printed atTara Art Printers Pvt ltd.A-46-47, Sector-5, NOIDA (U.P.) 201301

editorial

P. K. [email protected]

VOl. 12 | ISSUe 06 | FeBRUARy 2013

Invention or Innovation

contents

www.industry20.com2 february 2013 | industry 2.0 - technology management for decision-makers

Editorial .............................................01Advertisers’ Index .......................... 02Industry Update ............................. 04Event Report ................................... 42Product Gallery .............................. 46Business Index ............................... 48

market scenario08 The Next Business Enabler

Organisations with real-time analytic capabilities perform better...

10 State of the Indian Economy India’s GDP growth rate is projected at 5.6 per cent...

opinion14 Realising the Dream

A major paradigm shift is necessary...

16 Path Forward for Growth Private investment into infrastructure must be encouraged...

design & optimisation24 Enabling Smarter Decisions

These are challenging times for the manufacturing industry in India...

26 Energy Management Metal sector continues to face challenges as production costs rapidly escalate...

challenges & solutions30 Adapting Rapidly to New

Requirements....

DEPARTMEnTs

cOvER sTORy

18 Will Union Budget 2013-14 Stimulate Industrial Activities?

This year’s (2013-14) budget is realistic and growth-oriented...

cover Design: Peterson

advertisers’ index

Accenture .............................................IFCNBC ......................................................... 3Bry Air Asia .............................................. 5Hannover ................................................. 7Schneider ................................................9Zenith Computers .................................. 11Ace Micromatic ..................................... 13CHEP ..................................................... 16-APTC ...................................................... IBCFalcon (Expo 2020 Dubai) ................... BC

32 Designing a Compact Pump Amarinth benefits from the use of state-of-the-art computer modeling...

safety & security34 Human Safety Factor

Workers’ safety needs priority...

Quality & innovation35 An Innovative Step

Plant modernisation with proper planning and right guidance is must...

green manufacturing38 Paperless Factory

Implementation of electronic recording system helps a lot...

supply chain40 Five Focus Areas

In 2013, supply chain managers will focus on five critical areas...

management & strategy45 Five Must-Do Steps

Always ensure a real-time view...

M. s. Unnikrishnan MD & cEO Thermax Limited

industry update


The Boston Consulting Group (BCG) has identified ‘100 global

challenger’ companies from the emerging markets that are growing so quickly overseas – that they are reshaping industries and surpassing many traditional multinational companies. BCG finds that these companies are outpacing household names in the U.S. and Europe and are having a profound impact on the global economy.

Twenty Indian companies have entered the Boston Consulting Group’s Global Challengers list. Amongst these are the Indian newcomers like Godrej Consumer Products and Sun Pharmaceutical Industries, which entered the ‘Caring for and Feeding a Growing Middle Class’ category. Four companies from the Tata Group feature on the list.

“If ever there was a wake-up call for business leaders in the West, this is it. We have been monitoring the rise of global challenger companies for nearly a decade and the ambition of these companies – what we call accel-erator mindset has never been strong-er,” said David C. Michael, Co-author of the report, Head of Boston Consult-ing Group’s Globalisation Practice.

The report is the fifth in a series of publications since 2006. In the past five years, these companies – many of them little known in the West – have added 1.4 million jobs, while employ-ment at the non-financial S&P 500 stayed flat. Their average revenue was $26.5 bn in 2011, the most recent year for which figures are available, com-pared with $21 bn for the S&P 500’s non-financial companies and $20 bn for the entire S&P 500.

20 Indian cos find places in BCG listEmerging economies: engine of global growth

While delivering his keynote address during a session on

“The Large Emerging Economies: New Growth Hubs of World” in The Partnership Summit 2013 in Agra, the Union Minister for Commerce, Industry & Textiles, Anand Sharma pointed out that despite the economic challenges being faced by nations world over, the emerging market economies have registered significant gains based on liberal economic reforms pursued over the last two decades.

Focusing on the future course of

action, he said that these emerging

market economies would now

have to address ‘the fundamental

structural issues, which face

their economies and usher in the

next phase of economic reform.’

“The (Indian) government has

established a Cabinet Committee

on Investments headed by the

Prime Minister himself − that

will not only fast track high value

investment projects but also help in

cutting down delays for regulatory

clearances,” informed Sharma.

He added, “Sustaining a high

growth for a country like India is not

an optional choice for us but a social

imperative as only through sustained

economic growth – we will be able to

lift millions out of poverty net.”

Sharma also acknowledged

the ‘inherent advantages’ of the

emerging economies by stating that

these have given them strength and

resilience to withstand the external

shocks. Citing the advantages,

he said that the emerging market

economies have a fast expanding

middleclass, which is buoyed by

the rising income levels. Along

with this, these economies are

also becoming hubs of low cost or

‘frugal innovation.’

STEP award winner, now Perkins’ President

Tana Utley has been appointed President of Perkins Engines

Company Limited with effect from January 1, 2013. Utley joins Perkins from Caterpillar’s Product Development & Global Technology Division, where she was Vice President and Chief Technology Officer.

Utley earned a BS in mechanical engineering from Bradley University and an MS in management from Massachusetts Institute of Technology Sloan School of Management. She is the recipient of the Suzanne Jenniches Upward Mobility Award from the Society of Women Engineers, and an Hon.

Doctor of Technology degree from Loughborough University.Utley was recognised as one of 122 women in the US who have demonstrated

excellence and leadership in their careers. The first Women in Manufacturing STEP (Science, Technology, Engineering and Production) Awards are part of an initiative to promote the role of women in the manufacturing industry.

Tana Utley, President, Perkins Engines Company

www.industry20.com

www.bryair.comwww.bryair.com

Remove Moisture

and see the difference in

quality and productivity

Helping to solve moisture-related problems in

various industries, all over the world

Phone: +91 11 23906777E-Mail: [email protected]

ISO 9001:2008 & 14001:2004 CERTIFIED

Write to us today for cost effective solutions

COMPACT DEHUMIDIFIERS

®

Backed byService

RB/B

A/12

09HV

CA2R

1RB

/BA/

1209

HVCA

2R1

ACREX India 2013

Bombay Exhibition Centre, Mumbai

7 – 9 March2013

Meet us atBooth No. C20

Ambarish Dasgupta has been the new Head of Management Con-

sulting Group of KPMG India. Earlier with PricewaterhouseCoopers (PwC), Dasgupta has spent 15 years as the Consulting Leader of PwC India and was also the Member of the India Leadership Team.

With around 25 years of rich experience in business consulting,

IT consulting, implementation and outsourcing, he has been managing large strategy, process, people and IT-enabled reengineering and business transformation projects.

Commenting on the development, Richard Rekhy, Chief Executive Officer, KPMG in India said, “I am delighted to wel-come Ambarish into this new role at KPMG India. Given our increased focus on the consulting business, I am confident that Ambarish’s able and proven leadership will help steer Man-agement Consulting practice to achieve its true potential.”

Also, Vikram Hosangady has taken over as Head of Private Equity, and Shalini Pillay is to head the Human Resources function, for KPMG in India. These changes within the core leadership team are in sync with KPMG’s long-term aggressive growth plans to adapt to ever changing market dynamics.

With a population of over one billion and

a growing middle class in excess of 300 million people with disposable income and increasing healthcare expectations, the domestic (pharma) formulations market has enormous potential for growth.

However, India is a country of wide economic divide, and while a growing number of people can afford to pay for good quality private healthcare, for the bulk of its vast rural population all but basic healthcare provision will remain out of reach for the foreseeable future.

However, domestic pharmaceutical companies are reporting increased penetration in smaller towns and rural areas. Rising household income and improvements in health infrastructure and delivery systems will continue to support long-term growth in the pharmaceutical market. As India’s domestic market won’t grow at the required rate to sustain the industry’s revenue needs and production capacity, Indian pharmaceutical companies will remain export focused in the medium-term – informs a report from ReportLinker.

KPMG reforms leadership team

Pharma firms to remain export focused

Ambarish Dasgupta, KPMG

industry update


In recent years, innovators have introduced a multitude of new technologies that enhance the operational safety of on-board machinery – and reduce their sus-

ceptibility to failure. At the Public Private Partnership Summit – SMM India, on Friday, 5th April, high-ranking experts will give an overview of the current status of research and future development efforts.

SMM India, an international subsidiary of the International Maritime Trade Fair, the shipbuilding, machinery and marine technology international trade fair Hamburg, will be held for the third time. The opening ceremony of SMM India, the international maritime trade fair Mumbai, will take place on 4th April.

For the first time ever, this event will be held in conjunction with National Mar-itime Week, an annual one-week event in April that will be celebrating its 50th anniversary this year. An introductory seminar titled ‘50 Years of Indian Shipping’ will take place on the opening day (April 4). With a view to minimising mainte-nance of shipbuilding machinery and systems on board, a session titled ‘Technol-ogy Infusion for Future Propulsion Packages’ will be included in SMM India.

SMM India to include a PPP summit

RInfra receives CMMI certification

Reliance Infrastructure (RInfra), the

integrated infrastructure and power

company has achieved Capability Matu-

rity Model-Integration for Development

(CMMI-DEV) at Maturity level 3 version

1.3, from Carnegie Mellon University’s

Software Engineering Institute, USA.

The appraisal was granted after a rigor-

ous assessment performed by QAI India

Limited and will be valid till 2016.

According to the company sources,

RInfra is India’s first power utility to

achieve this appraisal for CMMI prac-

tices. Commenting on this develop-

ment, Lalit Jalan, CEO, RInfra, said,

“We are proud to receive CMMI-DEV

level 3 rating, which is an important

milestone in our journey towards

excellence and customer satisfaction.

This reflects RInfra’s continued efforts

towards pursuing best practices in

information technology and success-

fully delivering measurable business

benefits to our customers.”

He further added, “We are happy to

join the elite group of CMMI compliant

organisations in the world. Coupled

with our ISO 27001 certification- again

a first for Indian power utilities, it

reconfirms our commitment towards

maintaining high quality standards

throughout our organisation.”

Manufacturers to spend more on IT

Indian manufacturers and natural resources companies will spend

408 billion rupees on IT products and services in 2013, a rise of 9.1 per cent over 2012 revenue of 374 billion rupees, forecasts Gartner. This forecast includes spending by manufacturers and natural resource companies on internal IT (including personnel), hard-ware, software, external IT services and telecommunications.

The telecommunications category remains the biggest spender overall in

the manufacturing and natural resourc-es industry, and it is forecast to reach 132 billion rupees in 2013.

Meanwhile, software is achiev-ing the highest growth rate amongst the top level IT spending categories – forecast to exceed 15 per cent in 2013, with especially strong growth forecast for ERP/SCM/CRM, desktop software and manufacturing-specific applications. Gartner anticipates very high demand for consulting services as manufacturers plan for these imple-

mentations, forecasting growth of over 22 per cent in 2013 alone.

“Despite India’s slowing economic growth, manufacturing and natural resources remain large and impor-tant sectors in the Indian economy, and they are attracting increased IT spending to improve productivity and competitiveness. Indian manufacturers are seeking to use IT to make process improvements and information from across manufacturing operations more transparent and actionable,” said Ken Brant, Research Director for Manufac-turing at Gartner.

J560 connector gets patent approval

Maxi-Seal Har-

ness Systems, a division of Peterson Man-ufacturing

Company, has received patent approval on the industry’s first hardshell J560 connector for heavy-duty trucks, trail-ers and trailer dollies.

The patented design utilises a rigid connector and flange that is engi-neered to hold up against snow and ice build-up − better than integrally moulded flange designs. A strong, flex-ible flange snaps onto the connector for easy installation − while the use of an overmoulded engineering-grade resin ensures a durable bond between the black hardshell connector and the gray overmould. An integrally moulded ring gasket inside the connector seals the face of the socket to keep out moisture and harsh corrosive substances.

“We are pleased to have final patent approval on this product. Since first applying for this patent, our J560 con-nector has been proven over billions of road miles. The industry needed an improvement in the J560 connection for a long time. We have answered the demand with this innovative product,” said Maxi-Seal’s General Manager Kevin Cornelius.

Which innovations could boost your business?

At HANNOVER MESSE you’ll benefit from 11 leading trade fairs which span the entire value adding chain and offer insights into cutting-edge technology from all over the world.

See cutting-edge technology which spans the entire industrial value adding chain.

Access the latest know-how in the core sectors of industrial automation and IT, energy and green technology, power transmission and control technology, industrial supply, production technology and services, including research and development.

Don’t miss the world’s most important technology event.

You can find out more at hannovermesse.com

ENGINEERSUCCESSNew technologies New solutions New networks A date to remember:

8–12 April 2013

Hannover Milano Fairs India Pvt. Ltd. · Tel. +91 22 42369719 (Direct) · [email protected]

NEW TECHNOLOGY FIRST8–12 April 2013 · Hannover · Germany

Steelmakers need to focus on cost reduction

India’s steel production is expected to grow by around 60 million tonnes dur-

ing the 12th FYP (2011–12 to 2016–17) owing to the rising middle-class popu-lation and urbanisation in the country, reports Ernst & Young (E&Y). According to a recent report by the analyst company, it observes, India is increasing its presence in the global steel market as a result of domestic steel consumption – and has seen a rapid rise in production as well over the past few years.

Anjani Agrawal, India Metals & Mining Leader, Ernst & Young, says, “India’s domestic steel consumption will continue to grow steadily for several years into future — driven by urbanisation, favourable demography, GDP growth, refocus on industrialisation and stepped-up investments in infrastructure.”

Agrawal also feels that the current challenges, while posing constraints

on supply side, do offer opportunities for players — both local and global. Globally, steelmakers will need to focus on restoring and maintaining value to survive 2013 and position for growth in the future, states the report. Excess steelmaking capacity globally will remain the biggest issue for the sector this year – but the operating environment should improve from 2014.

“Overcapacity in the Chinese steel industry is a global concern, which has resulted in depressed prices not only globally but in India. Steel mak-ers in India are suddenly faced with rising prices of domestic raw iron ore while international prices continue to decline,” points out Agrawal.

Mike Elliott, E&Y’s Global Mining & Metals Leader, feels, steelmakers need to focus on strategic cost reductions and assess optimal capital structure. The report also questions the assump-tion that vertical integration in the

sector adds value. “The big challenge for steelmakers in 2013 is how to be cost competitive while maintaining enterprise value,” Elliott says. Despite increased demand for steel and the removal of some older steelmaking capacity in 2012, the level of excess capacity is greater now than it was 12 months ago, due to the continued growth in new steelmaking facilities. Capacity utilisation rates in the sector remain below 80 per cent, rising to more sustainable levels from 2014.

India’s domestic steel consumption will continue to grow steadily.

market scenario


One of the more effec-tive techniques for business process improvement is Intel-

ligent Business Operations (IBO), in which processes are ’aware’ of and can learn from a wide range of work interactions, their context and the situations around them. Once a situation is sensed, analytics can be applied actively or on-demand to predict the out-

comes of potential changes. “The impact of integrating real-time analytics with business opera-tions is immediately apparent to business people – because it changes the way they do their jobs. The most dramatic change is the increased visibility in how the company is running and what is happening in its external environment. Individual contribu-tors and managers have more situational awareness, so they are able to make better decisions faster,” said Jim Sinur, Research Vice President at Gartner.

As a result of it, organisations with real-time analytic and deci-sion management capabilities perform better. Improved situ-ational awareness leads to better and faster decision making and superior customer service, rev-enue growth, cost reduction and risk avoidance.

Gartner said that virtually every business operation has one or more areas, where real-time analytic services or active analyt-ics should be applied.

“It has been technically pos-sible to implement real-time analytics in transactional and record-keeping operational appli-cations for decades. However, few business processes or opera-tional applications have actually used them until recently,” said

Sinur. As the sources of busi-ness event data proliferate and business application manage-ment, complex event processing, rule management, visualisation, Business Process Management (BPM), optimisation and other software tools improve, IBO is rapidly becoming a more practi-cal and popular solution.

“Human or automated actions can be initiated for proper decision making to achieve the desired business outcomes. If the situation dictates, knowl-edge workers can collaborate in and around the process, case or instance to decide on and effect change. We fully expect more organisations to leverage IBO in the future, resulting in innova-tive differentiation and higher performance. An example is work routing based on incoming arrival rates, where the knowl-edge required and skills needed are dynamically matched against resources available in-house, with dynamic expansion to non-employee resources as needed,” informed Sinur.

Many organisations are find-ing at least one critical process that has appropriate leverage for higher performance; examples include ‘intelligent fleet manage-ment’ and ‘intelligent prescrip-tion management’ processes. According to Gartner – IBO will be a significant differentiator for high-performing companies – and it promises to deliver new dif-ferentiating processes that will impact on both new and estab-lished industries.

The demand for IBO will drive an increase in intelligent tech-nologies, and the methods that surround active intelligence. This includes various combinations of event, business rules, analyt-ics, social collaboration, dynamic processes and visualisation soft-ware, packaged to support vari-ous types of problems.

IBO-The Next Business EnablerSeventy per cent of high-performing companies will manage their business processes using real-time predictive analytics or extreme collaboration by 2016, says Gartner.

Cre

dit:

ww

w.p

hoto

s.co

m

Power loss poses a threat to the equipment, people, and processes you rely on. And with today’s stricter security and safety regulations, process automation, and increasing dependence on sophisticated high-tech systems, the need for uninterrupted power is critical. Add the rising cost of energy and environmental concerns into the mix, and it becomes essential to protect your power with solutions that not only meet your availability demands, but are energy efficient, too.

Why Schneider Electric is the right power protection choice. You may know us as the market leader in delivering IT power protection. But we also offer a full range of reliable and highly efficient power protection solutions designed to safeguard business-critical applications and environments outside the IT room. Our innovative, best-of-breed products, services, and solutions provide the secure and available power you need to keep your systems up and running, while increasing efficiency, performance, and safety.

Guaranteed availability for business-critical systems. No matter what industry you’re in, our unrivaled portfolio offers a solution that’s guaranteed to suit your specific business needs and keep your power on. Thanks to Schneider Electric™ power and energy management capabilities, in-house expertise, broad investments in R&D, and global presence, you have a trusted resource for reliable power, anywhere in the world.

© 2013 Schneider Electric. All Rights Reserved. All trademarks are owned by Schneider Electric Industries SAS or its affiliated companies. • www.schneider-electric.com • 998-4981_IN

Trust Schneider Electric to provide the solutions that keep you up and running.

When power is critical to your business, make sure it’s reliable.

Download white paper #5 “A practical guide to disaster avoidance in mission-critical facilities”. Visit www.SEreply.com Key Code 48030y

Make the most of your energySM

Secure power solutions that deliver the performance you need.

Products: Our complete catalog of power solutions, featuring our leading brands such as APC™ by Schneider Electric and GUTOR™, offers an unmatched range of single- and three-phase UPS units, rectifiers, inverter systems, active filters, and static transfer switches from 1 kVA to several MVAs.

Services: Schneider Electric Critical Power & Cooling Services can proactively monitor and maintain the health of your systems, protecting your investments, reducing total cost of ownership and operating expenses, and providing peace of mind throughout the equipment lifecycle.

Solutions: Choosing the right combination of products and services from Schneider Electric gives you the convenience of a total solution – systems, software, and services from a single source.

Industry2.0Publication_Feb_48030Y_IN.indd 1 2013-01-25 �� 10:04:45

market scenario


Cre

dit:

ww

w.p

hoto

s.co

m

State of the Indian Economy

In a recently held seminar, National Council of Applied Economic Research (NCAER) has revealed their current observations on the

Indian economy, and made some forecasts for FY 2013-14. Excerpts…

The overall scenario at a glance reveals: India’s GDP growth rate is projected at 5.6 per cent, WPI-based average inflation rate is 7.7 per cent and fiscal deficit for the centre is estimated at

5.8 per cent of GDP. Some of the sector-specific observations are:

Industry and services• The manufacturing sector alone in the first half

of the fiscal year 2012−13 declined steeply to a whopping 0.49 per cent, which is a record decline and acts as a severe pull-down factor for the growth of GDP.

• The Index of Industrial Production (IIP) data by the CSO for November, 2012 shows 0.3 per cent growth for the manufacturing sector.

• Among the use-based classification of the industries, basic goods in IIP registered a growth of 2.8 per cent and consumer durables notched

a growth of 5.3 per cent in April−November of the fiscal year 2012−13. Significant negative growth (−11.1 per cent) is observed in the capital goods sector, signaling clearly a dip in investment demand over the period.

• The IIP data for 22 sub-groups, disaggregated at two-digit level of National Industrial Classification, 2004 shows that 9 out of the 22 industry groups in the manufacturing sector showed positive growth in November, 2012.

• The ‘construction’ sector registered a sharp deceleration in GDP growth to 6.7 per cent during 2012−13:Q2, as compared to 10.9 per cent increase in 2012-13:Q1.

• The less than expected performances of trans-port and communication sector and dwindling tourist arrival numbers may further worsen the ‘trade, hotels, transport & communication’ GDP. The visible trends point to continued weak performance of the services sector in the second

half of the current fiscal.

External trade• India’s merchandise exports

declined by (−) 5.5 per cent com-pared to the growth of 30.5 per cent in the previous year. How-ever, exports in rupee terms have increased by about 9 per cent.

• The performances of two major categories of services, software and business services, which used to extend major boost to India’s net earnings from service exports have slowed down.

• There was surplus of $40 billion on capital account. Given the Current Account Deficit (CAD) of $40 billion, the overall balance of payments turned out to be $363

market scenario


GDP forEcast for 2012-13 anD 2013-14

Item 2011–12(RE) NCAER forecast for 2012–13

Oct-12

NCAER forecast for 2012–13

Jan-13

NCAER forecast for 2013–14

Jan-13

Real GDP (% Change yoy)

Agriculture 2.8 2.1 1.9 2.9

Industry 3.4 3.5 3.3 4.5

Services 8.9 8 7.6 7.7

Total 6.5 5.9 5.6 6.2

Exports ($ value) 18 7.9 −4.8 24.1

Imports ($ value) 35.6 9.9 −1.1 15.1

Inflation (WPI) 8.8 7.4 7.7 5

% of GDP at market prices

Current account balance*

−3.6@ −3.0 −3.5 −3.2

Fiscal Deficit (Centre)

5.9(RE) 5.7 5.8 5

Notes: Forecast Based on Annual Model.

QE: Quick Estimates. RE: Revised Estimates * Surplus (+)/deficit (–) # Provisional @ PMEAC

respectively, in December, 2012. The growth rate of both the series in December 2012 is the lowest in the last 2 years. This does not signal well for the economic environment.

• The BSE SENSEX also shows a rise since June 2012. The rise in SENSEX and a stable spread might be a reflection that India is relatively a better destination of foreign investment given the global economic slump continuing since 2007.

• The movement of exchange rate of Rs/US $ shows a continuous depreciation from May 2011. However, there is an appreciation of exchange rate in recent past both in the nominal and real terms. Even if the exchange rate depreciates, export performance may remain poor

million which translated into increase in foreign exchange reserves of equivalent amount. The CAD-to-GDP ratio may exceed 4 per cent for the second successive year in 2012−13.

Public finance• The trends so far suggest that fiscal deficit has

reached 80 per cent of the budgeted figure of Rs 5.14 crore for 2012-13.

• On the revenue front, one disappointment has been non-realisation of the revenues from non-tax sources, mainly the disinvestment revenues.

• The rise in expenditures has been contributed by the expanding subsidy bill. Attempt at limiting the rise in petroleum subsidies has been made with the move to reform diesel pricing and also cap-ping the subsidy on LPG.

due to the slump in global trade.

Prices• Inflation exhibits signs of stickiness.• The primary indicator of inflation in India,

the Wholesale Primary Index (INFLWPI) has decreased marginally from 7.87 per cent in 2012-13:Q2 to7.25 per cent in 2012-13:Q3.

• All indicators of Consumer Price inflation are in double digits or close to it. Rural inflation is increasing and higher than urban inflation.

Money and capital markets• The growth rates of both Bank Credit to the

Commercial Sector (BCC) and M3 have declined steadily to 15.04 per cent and 11.21 per cent,

opinion


There are several important missing links in the manufacturing ecosystem. A major paradigm shift is necessary to create a manufacturing-friendly ecosystem. By V. Raja

It has become common for our trade pundits to often make emphatic claims that India is set to become the next major global manu-facturing hub. Indeed An aspirational goal or more of a wishful thinking. Attaining this

goal needs a realistic view, considering the myriads of problems the manufacturing sector is facing today, amidst growing concerns of global economic slowdown, poor infrastructure, volatile currency fluctuations and inflexible labour laws.

Unless a major paradigm shift takes place to create a manufacturing-friendly ecosystem through policy changes, significant improvements in power, ports and people issues coupled with a tariff struc-ture that promotes and incentivise manufacturing, this will remain another promise or potential unre-alised. For any economy – whose growth is depend-ant on manufacturing – must witness a contribution

from this sector in excess of 20 per cent to make any worthwhile impact on the GDP growth. Unfortunately, given the current trends and the government policies, this will remain an uphill task for India to reach this milestone.

Every country in the world provides equal if not better opportunity for local manufacturing compared to imports. However, surprisingly, in India, the taxation is so skewed that it is often easier and cheaper to import equip-ment than manufacture those locally. This is the biggest impediment for the growth of our manufacturing industry.

Let us take a simple example; the import duty on medical devices is only 5 per cent and with Special Addi-tional Duty (SAD), put together, the total duty will be 10 per cent, which is passed on to the consumers. The VAT is not applicable, as the product is imported as SICOI (Sale in the Course of Imports). On the contrary, if one were to import the components for the equipment and manufacture the same

in India, the import duty would be similar, if not more, followed by Excise Duty and VAT, the sum total of which would be far higher than the 10 per cent paid on import of the finished products. This is one reason why more than 80 per cent of medical equipment are imported and not made in India – resulting in higher cost to patients and providers. The total cost of taxation on the equipment can go up to two times the cost of taxation on imports.

Under these circumstances, there is only disin-centive to manufacture products in India, let alone any incentive, even without taking into account the challenges of labour employment, infrastructure and procedural delays.

With a large consumer base, India is a con-sumption-driven economy and manufacturing for domestic consumption has to be encouraged and facilitated, with the twin objective of creating large

Realising the Dream

Cre

dit:

ww

w.p

hoto

s.co

m


nations and other developed countries like the US, Israel and Europe.

It is paradoxi-cal to see the way this sector is treated by our own public sector organisations. On one hand, we want more local manufacturing to create more employment, increase tax revenues and create ancillary industries – and on the other hand when we become buyers more often than not tenders specifically ask for imported equipments and even specify country of origin – and locally made products are not accepted. It is not uncom-mon to see large public sector companies send ten-der enquiries directly to the global or parent com-pany of the multinational Indian company whose presence is known and well established in India.

It is no wonder that local companies also like ‘imported items’ and insist on the same resulting in locally manufactured products being looked down upon by our own industry and buyers. There is a need to change this by providing more opportuni-ties for locally made products to be sourced by government and the industry. The new Electronics policy – announced by the Government of India in October 2012 – is a welcome change that would go to progressively address this issue.

History shows that mere policy changes or announcement of subsidies and incentives alone does not bring in the desired change and it would be the same for this sector also. There is an urgen-cy to address all the issues holistically and make it attractive for the industry to invest in manufactur-ing for India and the global market.

Cost, quality and timely delivery are the essence of success of a manufacturing operation and unless the ecosystem enables the same, India’s target of achieving 25 per cent of GDP from manufacturing by 2022 would remain an aspirational goal and a figment of the imagination of our economists and statisticians. Without doubt, India has the potential to achieve this target but it is imperative that we harness and facilitate the same for the sector to grow and reach this milestone.

The author is the President & Managing Director of TE Connectivity India.

employment opportunity in the organised sector and fuelling the economic growth.

The large scale manufacturing for domestic markets would make us more competitive from both cost and quality stand point of view – and provide opportunities for exports to developed countries. But before that, the government has to view the manufacturing sector from the macro as well as micro levels to understand the levers – that would accelerate the growth of this sector and encourage capital investments both by domestic and foreign companies.

A thriving and competitive manufacturing indus-try needs an excellent infrastructure that would ena-ble it to be competitive on cost, quality and supply chain, three important parameters that determine the success of the industry. However, most states do not provide grid power and the cost of captive power to grid is 1:3, while water is a huge challenge in almost every state. The time taken for clearances in ports is anywhere between three days and one month. These inefficiencies add to the cost, and impede the ability to supply quality products on time and form deterrents for new entrants to this sector.

India has a large working population and this can be a competitive advantage for labour inten-sive manufacturing, and we can achieve the same success we got in IT. Negating this inherent ben-efit are our archaic labour laws, some of which have created problems in recent times for various companies. The ability to right-size and downsize employment, aligned to the market demands for the products manufactured in India, is imperative, if we are to grow our manufacturing operations in India. The laws in India should facilitate the same with due provisions inbuilt to protect workers’ interest and avoid exploitation. It will create more employment opportunity and provide a fillip to manufacturing activity in India.

In a free market world, there is no guarantee of employment to anyone, and the sooner we realise this and adjust ourselves to this ground reality – the better we are placed to build our manufacturing industry.

There are several important missing links in the manufacturing ecosystem. Our country India is in many ways the world capital for IT software, but there is a long way to go as far its manufacturing status is concerned.

Though India consumes electronics worth billions of dollars, the country does not have a single FAB plant. In the absence of the same, all electronic requirements comprising finished goods as well as components are largely being imported from China, S. Korea, Taiwan, South East Asian

India has a large work-ing population and this can be a competitive advantage for labour intensive manufacturing.

The large scale manufacturing for domestic markets would make us more competitive from both cost and quality stand point of view – and provide opportunities for exports to devel-oped countries.

In India, the taxation is so skewed that it is often easier and cheaper to import equipment than manufacture those locally.

opinion


The Economic Survey is a review of the year gone by and what is needed to be done to put the economy

on a stronger footing. Keeping in mind the fact that the GDP growth rate for FY13 is seen at a decadal low of 5 per cent, substantially lower than the projected figure of 7.6 per cent given in last year’s Survey, it is evident not much has gone right for the economy in FY13. Infla-tion has remained high through-out the year, the twin deficits have limited government’s ability to stimulate economy − and the high interest rate regime has also discouraged private sector to go for investment and capac-ity creation.

Let us not think about what is happening on the global front. We have a huge domes-tic economy. If India can get its act together on the domestic front, we will be able to sustain high growth and that would also help us attract investments from abroad. The driver for domestic

growth should be infrastruc-ture. India is an infrastructure

deficient nation and every attempt must be made to

encourage private invest-ment into infrastruc-ture. Not only will it lead to job creation, it

would fuel internal demand and increase the productive capacity of the economy – thus readying it for even higher growth. This is also in tune with the Survey’s special emphasis on job crea-tion. As mentioned in the Survey, India is creating jobs mainly in the low productivity construc-tion. Thus, off-take of more num-ber of infrastructure projects will create more such employment. Growth of domestic economy will provide a spurt to manufacturing and services sectors (which have witnessed marked slowdown of late) – avenues for the high pro-ductivity jobs.

There is a perceptible liquid-ity crunch at the moment. Infra-structure projects being marked by long gestation periods, there is a need to explore tapping of long-term funds, be it available domestically or from abroad. In addition, as mentioned in the Survey, the tax base needs to be widened to generate more domestic resources.

With RBI indicating that the monetary tightening phase is now over, investment is expected to

pick up in FY14. However, strings can be pulled, not pushed. Thus, expecting investment to rebound just by reducing policy rates would be naïve. For infrastruc-ture projects to take off in a big way, we need an urgent consen-sus on issues like land acquisition and environmental clearances. Most infrastructure projects are facing delays on these fronts.

Also, government must address the problems arising from this growing trend of over-aggressive bids and then projects getting stuck mid-way with pro-moters appealing for reworking the terms of the contract. This nuisance has to be dealt with strongly as many serious players are getting sidelined during the bidding process while others, by virtue of unrealistic bids, are winning the projects and then unable to complete those. This is creating huge losses for the economy. The rising level of NPAs is indeed something to worry about. This trend must be reversed. We must waste no time in getting our policy framework correct and sprucing up our infrastructure. While the direc-tion is clear, the implementation remains the key issue.

The author is the Chair-man and Managing Direc-tor, Srei Infrastructure Finance Limited.

Cre

dit:

ww

w.p

hoto

s.co

m

India is an infrastructure deficient nation, and every attempt must be made to encourage private investment

into infrastructure. Growth of domestic economy will provide a spurt to manufacturing and services sectors. By Hemant Kanoria

Path Forward for Reviving Growth

ANNOUNCING THE MUMBAI CHAPTER OF

THINK TANK

Date: March 15, 2013

Time: 10 am to 5 pm

Venue: Hyatt Regency, Mumbai

Organised by Knowledge PartnersPresenting Partner

Join a select group of 25 - 30 CSOs and find answers to: Network Security Risk in 2013: Emerging Trends, Threats and Mitigation.

Developing an Application Security Center of Excellence.

Is your security plan board-ready?

Establishing a Data Breach Response Process.

Managing Identity and Access in the Hybrid World.

Register Now ! http://tinyurl.com/apwtnoc

FOR ANY QUERIES, PLEASE CONTACT: Astha Nagrath Khanna , [email protected]

CSO_Think tank_Ad.indd 40 2/22/2013 4:07:17 PM

cover storycover story


In today’s scenario where the gamut of the manufactur-ing sector is ever expanding, it is no longer possible to see in isolation what Budget 2013-14 especially offers for the growth of the Indian manu-facturing sector. Thus, let us have a comprehensive view on the poten-tials ahead.By P. K. ChatterjeeDesign: Charu Dwivedi2013-14

WillUnion

BudgetStimulateIndustrialActivities?

The Union Finance Minister, P. Chidambaram is

talking to journalists after presenting Budget 2013-14.


Amidst several anticipations naturally based on the habit-ual lines of thinking expecting another populist budget, Finance Minister P. Chidambaram has presented a growth stimulating budget. No doubt it’s a path-breaking approach considering the forthcoming election and his

party’s high stakes at this moment.However, Chidambaram has done his best at this critical time

when our country’s GDP growth rate is showing down trend, inflation rate is increasing and the fiscal deficit is quite swollen.

As far as infrastructure is concerned, India is still one of the most back-dated countries; the finance minister has put commendable effort to boost this sector through his budgetary allocations. And his focus has been on ‘higher growth leading to inclusive and sustain-able development.’ The expanse of Indian Manufacturing Sector is quite large, and its growth is dependent on the growth of various other sectors – wherein the Infrastructure Sector has a significantly big contribution. Growth in infrastructure sector will generate more demands for raw materials, which will offer fillip to our manufactur-ing industry. Also, dedicated freight corridors will help improving our manufacturers’ supply chain efficiency.

Some of the very prominent welcome steps for the Indian manu-facturing sector lie in the focus on Delhi-Mumbai Industrial Corridor, Bangalore-Chennai Industrial Corridor, Semiconductor Industry, Three-years’ benefit promise to MSMEs after they graduate to higher levels, Modernisation of powerloom and so on.

Moreover, this budget has created avenue for more foreign investments in the country, which will nourish many a segment included in the manufacturing sector. Also, increased confidence among the foreign investors will definitely enrich the flow of foreign money in the country. Let us now see, how our business heads and analysts are looking at this budget. Also, as growth of the manufacturing sector can never be thought of in isolation from some of the very directly related sectors and segments, we will look at what these sectors’/segments’ representatives are thinking.

M. S. Unnikrishnan, MD & CEO, Thermax Limited opines, “It is a classic Chidambar-am budget – well thought out and forward looking with a medium term focus. He has contained the fiscal deficit for the current year to the promised range. This prepares the ground to keep the budget’s promise to bring it down to 4.8% in fiscal 2013-14. The Finance Minister’s admis-sion that the current account deficit is more alarming than the fiscal deficit, will, in tandem with

“The budget will provide the impetus for Indian

companies to go for both brownfield and

greenfield allocations.” M. S. Unnikrishnan

Unnikrishnan also says, “The Rs. 9000 crore allocation for GST is a clear cut indication of the government’s resolve to go ahead with its implementation. The constitutional amendment on GST could be the most impor-tant one post independence, to accelerate industrial growth. It will provide for Indian companies a level playing field with their international counterparts.”

He points out, that the budget has several provisions for stimu-lating industrial activities. Invest-ment allowance for projects of over Rs. 100 crore is a move in the right direction. It will provide the impetus for Indian compa-nies to go for both brownfield and greenfield allocations. Once investments are kickstarted, it will revive growth and positively impact on job creations, a neces-sity highlighted in this year’s Economic Survey.

Also, according to him, the continuation of JNNURM schemes for the 12th Plan with an almost doubling of its alloca-tion is a welcome move. The allocation for purifying drinking water of arsenic and fluoride in several parts of India will bring

related policy initiatives in place, hopefully should give the required stimulus to revive our exports.”

He feels, though this budget may not boast of any big bang announcements, there aren’t any negatives either. The surcharge on those who earn above one crore and on industries with income over Rs.10 crore could be seen as hurting. But, considering the difficult times – the rich and the corporate sector should take the burden in their stride and support a struggling government.



“Exemption of 15% in investments of more

than Rs.100cr to set up plant and machinery should provide

a huge leg up to the manufacturing

sector.” Pradeep Nair

“Setting up a road regulator is a welcome move combined with

announcement of awarding contract

for 3000 kms in first six months.”

Hemal Zobalia

“The policy implementation for considering private sector

involvement in a certified institutional

incubation centre as a CSR activity is

appreciated. Suman Reddy

in water treatment expertise for the welfare of the general public. The budgeted provisions for waste -to- energy projects address a vital area.

Pradeep Nair, MD, India and SAARC, Autodesk, feels “The budget was austere in char-acter and as expected stressed on fiscal prudence. What should please us in corporate India is the fact that the Finance Minister has laid a lot of importance on two

specific areas, which are impera-tive to boost growth - namely infrastructure development and Medium and Small enterprises.”

“In particular, the move to extend MSME benefits for a period of three years post moving to a higher category is welcome. The exemption of 15 per cent in investments of more than rupees 100cr to setup plant and machinery should also provide a huge leg up to the manufacturing sector. The commitment to increase the availability of low cost funds to infrastructure sector is noteworthy. I am also particularly pleased with the emphasis on national skill development as well as the separate amount of rupees 200cr to fund ‘technology for common man’, which is perfectly aligned to our corporate vision. Overall, not much that’s spectacular or

game changing in the budget, but well balanced,” he adds.

Hemal Zobalia Partner Tax, KPMG in India, finds, “The budget is re-igniting Infra growth by introducing energy reforms in terms of promoting shale gas, clearing NELP blocks, PPP with Coal India, restoring GBI and restructuring discoms. Setting up a road regulator is a welcome move combined with announcement of awarding contract for 3000 kms in first 6 months and more roads in NE states. Financing for infra projects would be eased through enhanced liquidity from IDF, IIFCL and housing loan deduction. Increased planned expenditure in education and healthcare will translate into higher development projects in these sectors.”

Suman Reddy, VP & MD, Pegasystems (for the IT Sector), comments, “From the IT sector’s perspective, we had high expectations from this budget to have some clarity on

the transfer pricing and hoped for a structured framework in terms of policies for long term growth of the IT sector. We also had expectations on the infrastructural incentives for early stage startups. Most of these were unanswered in this budget.”

“However the announcement of providing extended benefits for MSMEs up to three years of them graduating to a higher cat-egory is commendable. Also, the policy implementation for con-sidering private sector involve-ment in a certified institutional incubation center as a CSR activ-ity is appreciated. On the other hand, this budget lacked clarity on investment related policies. Though the finance minister mentioned in his speech, the objective of India being recog-nised as a country favourable for business – and acknowledged the areas of concern such as easy policies and simplified regula-tions to achieve these objectives, there were no definite policy decisions taken on the same –which is disappointing. Also, there was no clarity on the policy


“The big specific posi-tives of the budget are that FM has focused both in terms of the

letter and spirit of the budget on the key

planks of growth for India and health of

every industry.” Partha Iyengar

framework for bringing in the FDI and FII,” says Reddy.

Partha Iyengar, Coun-try Manager – Research, Gartner India, holds, “The big overarching focus on growth by the FM is the fundamental ‘feel good’ factor in this budget. Given the fact that one can argue that a lot of the weakness in the Indian economy is what I call a ‘sentimental recession’, his strong statement that there is no grounds for ‘doom and gloom’ heading into the new year. The big specific positives of the budget are that he has focused both in terms of the letter and spirit of the budget on the key planks of growth for India and health of every industry – includ-ing IT, Infrastructure, Education, Skills Development, and incen-tives for the growth of domes-tic manufacturing. Some of the other positive areas are support for entrepreneurship, the MSME sector, both in terms of financial and overall support. The recog-nition that the overseas ‘trust deficit’ in terms of a comfort level on India’s investment cli-

mate has to be addressed is also welcome. Overall a 7/10 score for the budget.”

several other positives for the infrastructure sector. Enhanced corpus for MGNREGA, PMGSY, RIDF, Indira Awas Yojana along with increased funds for NAB-ARD – so that refinancing can be extended to projects pertaining to warehousing, cold storage, etc., will go a long way in addressing the supply bottlenecks that have been fuelling food inflation. The decision to announce 3000 km of new road projects in next 6 months, the proposal to build 2 new ports (in West Bangal and Andhra Pradesh), 1 harbour in Tamil Nadu, dredging of national waterways, proposal to create a grid (combining ports, inland waterways and roadways) augur well for the infrastructure sector. The work on three industrial corridors is also something to cheer about.”

Kanoria is especially excited about the proposal to step up domestic coal production by forming PPPs with Coal India Ltd. Also, he feels good about – states have been encouraged to submit their discom restructur-ing plans to Ministry of Power and avail benefit of the scheme. As regards, Oil & Gas sector, he appreciates the proposed move to move from a profit sharing to revenue sharing arrangement in terms of shale gas production. Aditya Bafna, Executive Director, Shree Shubham Logistics, says, “Given the challenges faced at the macro-economic level, we would like to appreciate the efforts of the finance minister in delivering a pragmatic budget. With a special emphasis on agriculture sec-tor, including a guarantee of Rs. 5000 crore given to NABARD for creation of additional warehous-ing facilities will be beneficial for the sector. However, we feel that the funding would be given directly by NABARD.”

“Union Budget 2013-14 has been a sincere attempt

to re-start the growth engine while

trying to maintain fiscal rectitude

to the maximum possible extent.”

Hemant Kanoria

Hemant Kanoria, Chair-man and Managing Direc-tor, Srei Infrastructure Finance, says, “Keeping in mind the existing macroeconomic realities, I feel the Honourable Finance Minister has presented a well calibrated budget. Union Budget 2013-14 has been a sincere attempt to re-start the growth engine while trying to maintain fiscal rectitude to the maximum possible extent. It is heartening to note that infrastruc-ture development has figured prominently in his speech. The initiatives to provide support to Infrastructure Debt Funds (IDFs) are commendable, especially as the banks are constrained and unable to increase their exposure to infrastructure projects. I hope the IDFs will be able to mobilise resources from a diverse cross section of investors with govern-ment’s active participation.”

He further states, “There are



“With technology being a key business enabler, a welcome

growth booster would be an inverted duty structure for

manufacturers of IT products includ-

ing PCs.” Amar Babu

manufacturers of IT products including PCs, which the budget has not addressed. Positive levers include the increased investment in infrastructure, education and health reforms, which will augur well for the future.”

Rajesh Srivastava, MD, Meinhardt India, finds, “With the Union Budget 2013 finance minister has given a moderate push to infrastructure sector. From capital market perspec-tive, this budget could be a big game changer at a time when the economy is on the slowest rise. In a move to allay industry’s con-cerns that the government’s aus-terity drive could gather invest-ments in crucial sectors like infrastructure, P. Chidambaram said planned expenditure in the next financial year would be 29.4 per cent higher than the current year. As per the economic survey at the start of 2012 fiscal year, we saw a slowdown in infrastruc-ture investment as a result of investment bottlenecks as well as tighter monetary policy. With the budget the Finance Minister has promised long-term debt funds and quick action on new major ports, series of highways, quick approvals to oil and gas blocks, and development of two towns along the Delhi-Mumbai indus-trial corridor.”

“However,” he adds, “Gov-ernment setting high hopes on targeting half of US 1 trillion investments in infrastructure to be pumped in from private sec-tor. This budget outlaid emphasis on inclusive growth but FM will have to reignite the investors’ confidence but the big question is with the growing delays, lack of profitability – will this really lure the investors?”

ConclusionAlthough some sectors or seg-ments are not too happy, nobody

He also says, “The removal of service tax on testing of agricul-tural produce will benefit farm-ers in a huge way – as this would help in reduction of the cost for

“This budget outlaid emphasis on inclusive

growth, but FM will have to reignite the

investors’ confidence – the big question

is with the growing delays, lack of profit-ability—will this really lure the investors?”

Rajesh Srivastava

underestimates the timeliness of the decisions that finance minister has taken. Budget is just one of the elements in the overall system. There are many other factors that influence eco-nomic growth. In the words of Unnikrishnan, “The union budget can only give policy support, while effectiveness will depend on implementations at state levels.”

Let me say bye bye now, quot-ing Iyengar once again, “The budget is only a directional state-ment, and the challenge for India historically and even currently is in the execution of the statement of intent outlined in the budget. This has been India’s Achilles’ heel, in that bold pronounce-ments in the budget never see the light of day – or are not imple-mented as effectively as they can or should be. So, it was disap-pointing to not see any state-ments on what the government would do to ensure mechanisms or oversight to ensure speedy and efficient implementation of these programmes.

Managing Editor, Industry 2.0. Contact: [email protected]

“A guarantee of Rs. 5000 crore given to

NABARD for cre-ation of additional warehousing facilities will be

beneficial for the agriculture sector.”Aditya Bafna

farmers, who want to test their produce and will lead to creation on larger testing facilities for the agricultural producers.”

Amar Babu, MD, Lenovo India and VP, MAIT, feels, “This year’s budget is realistic and growth-oriented, but has failed to create any strong levers for the IT and Electronics seg-ment. On his part, the FM has attempted to address the core issues facing the economy – ris-ing current fiscal deficit, lowered investor confidence and the need for additional revenue generating reforms. However, with technol-ogy being a key business enabler, a welcome growth booster would be an inverted duty structure for

design & optimisation


Smarter Decisions

Product Lifecycle Management (PLM) is rapidly emerging as a critical enterprise application for manufacturers. By Vivek Marwaha

These are challenging times for the manu-facturing industry in India. With global economic uncertain-

ties, manufacturers are under a lot of pressure to cut costs and increase revenue. The last time Indian manufacturing faced a similar crisis was in the early nineties, after economic liberali-sation in India opened up a previ-ously protected market to global competitors. A lot of people back

then, including many manufac-turers themselves, thought that more efficient foreign manufac-turers providing higher quality products would completely wipe out manufacturing in India.

What unfolded over the next twenty years was something very different; Indian manufactur-ers not only overcame the crisis, but emerged stronger than ever before. They became efficient and high quality manufacturers. The rapid expansion in manufac-

turing over the last two decades along with several prestigious quality awards bagged by Indian manufacturers bear testament to this fact.

So, what’s the next step for Indian manufacturing? Before we answer this question, let us look at some of the challenges manu-facturers face today. Let us start with the need for ‘speed.’ With shrinking product lifecycles and expanding choices available to consumers, manufacturers have to bring their innovations to the market faster than their competi-tors to stay in the race. Further, with increasingly complex prod-ucts, no one manufacturer can

Enabling


possess all the skills and compe-tencies required to bring a prod-uct to market. Manufacturers are increasingly forced to work with suppliers and partners across the world providing key sub-systems and competencies. This brings us to our next challenge, ‘globalisation.’ Indian manu-facturers have to target global markets to achieve economies of scale. They also have to work with global partners who may be providing key competencies that are critical to product success. In this increasingly globalised value chain, one faces the next chal-lenge of ‘optimisation.’ How can manufacturers get the most out of their resources and competen-cies that are now spread across the world? How do they achieve this while maintaining flexibil-ity to respond quickly to market demands? And how do they do this while paying close attention to the next major challenge, ‘sus-tainability.’ With increasing concern for the environment, governments around the world are enacting regulation to con-trol the use of harmful materials in the product and the produc-tion process. Manufacturers are also being made accountable for the safe disposal of their prod-ucts at the end of life. In sum-mary, manufacturers today face unprecedented challenges and a complex business environment. Just being an efficient manufac-turer is no longer sufficient to achieve long-term success.

That brings us back to the question: what is next for Indian manufacturing? The answer lies in the practice of Product Lifecycle Management (PLM). PLM is rapidly emerging as a critical enterprise application for manufacturers. While PLM is a vast domain with several solution sets, one could classify them into three broad areas: digital product development, digital

lifecycle management, and digital manufacturing.

However, please bear in mind that PLM is, first and foremost, a business strategy. Products are the life blood of any manu-facturing organisation, and a disciplined approach to deci-sion making across the product lifecycle can unlock tremendous value for manufacturers. PLM software has evolved over the years, from simple CAD tools, to integrated information systems that contain intelligent product and process information, thus supporting effec-tive decision making across the lifecy-cle. Smart-er deci-sions would logically lead to better prod-ucts, providing long- term growth and profit-ability to manufacturers.

When Maruti Suzuki India Limited (MSIL) experienced increasing market pressures to introduce new product models in a shorter time-frame, they decid-ed to automate their die design process with the help of digital product development tools. This helped MSIL bring down the die design time and costs, while enhancing the quality of dies.

For Avantha Power & Infra-structure (Avantha Power), it was a question of reducing pro-ject delivery and execution time for commissioning new power plants. With the help of a digital lifecycle management system, Avantha Power was able to man-age and share accurate project information among employees and vendors in a secure environ-ment, thus achieving their over-all project objectives.

When Mahindra Vehicle Manufacturers (Mahindra Vehi-

cles) decided to set up a new manufacturing plant at Chakan to cater to the rising demand for medium and heavy commercial vehicles, they turned to digital manufacturing technologies to help them plan and simulate the entire plant virtually before they started construction. This helped Mahindra Vehicles bring down vehicle lead times and costs significantly, as well

as eliminate non-value adding activities early in the process, thus supporting their ‘first time right’ philosophy.

These examples should not give one the impression that PLM is suited only to large enterprises. Small and mid-sized manufacturers too face the same challenges, and are increasingly turning to PLM to help them deal with the complexity of today’s business environment.

In summary, we are on the cusp of what promises to be an exciting period for manufactur-ing in India. Challenges abound, but so do opportunities. Innova-tive manufacturers who make smarter decisions and build bet-ter products are sure to achieve success in the years to come.

The author is the Director (Marketing), Siemens PLM Software India

PLM is gaining rapid popularity among manufacturers worldwide.

Cre

dit:

SD

BP

design & optimisation


Tata Steel, which was established in 1907, is the world’s sixth largest steel company with an aggregate of annual crude steel production capacity of around 28 million tons. It was Asia’s first steel company and

still remains India’s largest integrated private sec-tor steel manufacturer. With investments in Corus, NatSteel and Tata Steel (Thailand), it is also the world’s second most geographically diversified steel producer, with operations in 24 countries and a commercial presence in over 50 countries.

At Tata Steel’s plant in Jamshedpur, India, electric power supplied to the various shops and mills of the integrated plant are controlled from a centralised Load Dispatch Centre (LDC). When the time came to renovate the facility, the com-pany turned to Honeywell and its Industrial EMS (Energy Management System) solution to improve operational efficiency and reduce costs. Honeywell provided the EMS solution for Tata Steel to mod-ernise the LDC at its facility in Jamshedpur.

The challenge that emergedTata Steel not only needed a technology overhaul at its LDC, but also had to find a way to improve operational efficiency while reducing costs. It faced

ManagingEnergy in Steel PlantThe metal sector continues to face challenges as production costs escalate and companies struggle to match production capacity with the demand for metals. Tata Steel faced this challenge at its facility in Jamshedpur. With a need to modernise its facility and automate the processes, the company reviewed the best way to renovate its existing LDC that supplied electric power to the various shops and mills of the integrated steel plant.


several challenges in terms of grid stability within the plant, due to either internal or external faults, and also in managing: multiple power sources such as in-house generation and external grid; complex distribution network across the plant; disturbance from external power grid and different electricity-based operations.

The EMS solution and its implementationThe EMS solution is a vital provider of critical infor-mation about a facility’s energy usage: when it is used, where it is used and the flexibility with which it can be managed. This information provides the facility with the knowledge to make well informed decisions, and enables ultimately transforming energy consumption into a managed, variable cost rather than a historically fixed one.

Tata Steel selected Honeywell for executing its Industrial EMS solution for the renovation and modernisation of its existing LDC for improving grid stability. The Honeywell team studied the sys-tem requirement at the Jamshedpur steel plant and identified areas that could yield maximum benefits with little investment.

Honeywell proposed a Load Dispatch System that could acquire data from 26 substations, 3 in-house generations, 1 external power house and monitor grid power drawl.

Description and capability of the systemMain functions of Data Acquisition and Control are Data Storage & Retrieval, Remote Control of Break-ers, Sequence of Events Recording, Events, Alarms & Trends, Graphical User Interface, Reports, Tag-ging & Operator Notes, Integration of Numerical Relays and Multifunction Transducer and Large Video Projection System for viewing the complete Power System of Tata Steel.

Apart from the basic SCADA features, the sys-tem is designed to be intelligent enough to take decisions to improve the overall performance of the power system. The advanced applications used at the Tata Steel plant are described hereafter.

Dynamic and Fast Load Shedding: This fea-ture ensured the stability of the Tata Steel network in the event of predefined power system distur-bances. The Dynamic and Fast Load Shedding feature allowed the user from the LDC to easily define new load shedding schemes and modify or delete existing ones. Through periodic monitoring and analysis of the network, a dynamic and fast load shedding scheme was used to periodically determine required loads to be shed in the event of predefined contingencies.

Economic Power Draw: This function ensured that the power consumption at any given time is happening in the most economic manner depend-ing on the Tata Steel electrical network condi-tions. The actual costs of generation as well as the optimum cost of generation subject to the various constraints were computed at periodic intervals. This activity then suggested the optimum loading for each plant so as to drive the actual cost near the optimum cost.

MD Control: The drawback of Tata’s exist-ing system was that the maximum demand was recorded based on integration of apparent (MVA) power over a period of 15 minutes, which was printed by the trivector meter. Any maximum demand recorded in the month was taken as the maximum demand for that month and was used for billing purposes. In turn, if the demand went above the upper limit, then it was taken for the billing for the financial year for the purpose of computing demand charges.

Load Forecasting: This function helped predict the load in advance for a particular day(s) based on the different inputs of previous months and years. The database holds historical data and other parameters for at least two years as well as 15-min-ute load values.

Benefits achieved from the projectJudicious use of energy: sophisticated planning tools for forecast, demand and plan electricity or energy

Meets energy needs with minimum costs: resource optimisation and production scheduling

Helps avoid peak tariffs and increase sys-tem stability: load planning, tie line monitoring and load shedding

Reduces maintenance downtime by faster restoration: increased production

Enhances awareness of energy generation, use and purchase: improved cost effectiveness

Easy to use: all critical energy parameters are automatically evaluated, monitored and reported in real-time 24x7.

User’s appreciation“Honeywell provided us with a fully integrated and automated industrial ECS solution with all the necessary interfaces to meet our requirements. With their help, we now have a fully renovated and modernised Load Dispatch Centre with improved capabilities to grow our business and serve our customers,” said R. Gururaja Rao, Head Projects Power Systems, Tata Steel.

'The Innovation Steeplechase'In his or her mind, each of us wants to be 'innovative'. Innovation is the new mantra for success for corporations and individuals within them. It is the answer to problems of growth, profitability, productivity, and organisational logjams. It is also the ready response expected from 'leaders' - functional or otherwise.

But like leadership, innovation remains elusive and daunting.

How does innovation come about and how can you bring it about - across the organisation or within your department? Most CXOs feel constrained due to 'too much to do in too little time'... and therefore none left over to innovate or fight deeply entrenched systems that come in the way of change. Equally inertia could result from the feeling that what you do is too mundane to innovate. Misconceptions around innovation only make 'getting started' tougher!

Given how critical innovation is for raising the bar - every time, every day - the 9.9 Leadership Institute is launching a series of 'Innovation Workshops' to help with 'winning the innovation steeplechase' irrespective of where you are in the race - before the start line, in the uncertain middle, or closer to the finish line...

FOR MORE INFORMATION CONTACTEmail: [email protected]: +91-9999799614Email: [email protected]

What the '9.9 Innovation Team' can do for you...Companies and senior executives are grappling with answers to one or all of the questions below in the innovation context.

The HowHow do I execute and implement?Here we offer our Creativity & Innovation Toolkit to help you kickstart the process to:- Deliver specific outcomes- Sustain the process- Embed programmes to influence the DNA of the organizationIf you are unaware of the one right problem to solve that creates "unfair" advantage for your organization in the marketplace, then "The How" applies to you.We offer Initiation Workshops; Toolkits; Projects and Embedding Programmes - with durations ranging from 2 hours to 2 days to 2 months and beyond.

The WhyWhy should I innovate? Can I be innovative?This question is answered through awareness around innovation, including:- Addressing myths and

misconceptions- And why each one of us can be

'innovative'If you spend all your time making tiny process improvements and watching competitors steal your customers with innovative new products and services, then "The Why" applies to you.

The WhatWhat areas should you innovate for maximum benefit?We outline areas where innovation can deliver serious benefits and identify the most popular application areas across organisations. The most obvious approaches begin with a need for:- Topline growth- Bottomline improvementYour business is going fine, sales and profits are a bit flat perhaps but they will pick up... or will they? If this is your concern, then "The What" applies to you.

Depending on which of these questions dominates your thoughts around innovation, the 9.9 Innovation Team will design a workshop or programme for you and your team.

challenges & solutions


Sou

rce:

SIC

K S

enso

r Int

ellig

ence

In packaging systems, flexibility means being able to rapidly adjust machines for different products: packaging designs, presentation-unit

sizes and product volumes, either automatically or with just a few actions. Intelligent sensor solutions possess the necessary intelligence and efficiency for (even) the most varied of packaging processes.

They make it possible to reliably detect objects, such as PET bottles or transparent foils, which are difficult to detect – by compensating for interfering environmental influences.

Intelligent sensors signal their need for maintenance early and autonomously. They thus prevent downtimes when the packaging machine should actually be running at full speed.

In cartoning machines, mechanical stops can be automatically adjusted for different formats within a few seconds – and with maximum accuracy. The latest mark sensors are now able to start

AdaptingRapidlyto New

Requirements

Detecting six-packs’ reliably in PET foil on conveyor systems is a real challenge for optical sensors. The WTB27-3 MultiPac sensor from SICK provides the optimum solution. Its double receiver, high-power LED and special evaluation ensures a high level of detection reliability.

Flexibility, quality, safety and traceability are the four major challenges that the packaging industry is facing today. However, packaging machine builders can find solutions to design state-of-the-art machines.


cutting or sealing processes, for example, with pinpoint accuracy, even without any of the visible marks, which would spoil the package’s design. The advantages of flexibility are – short equipping times and rapid adaptation to new requirements.

Merit, constitution, attributes, worth – the term ‘quality’ encompasses around these values that are also important in packaging systems. Intelligent, easily integrable and scalable sensor solutions for quality assurance in all areas – primary, secondary and final packaging – are available in market these days. After 2D, 3D sensors are also creeping in to the market.

Intelligent 2D vision sensors can check the condition of packaging and verify the presence of caps etc. It can be very quickly adapted to the new property and quality inspections setup – if there is a new product, new packaging or a batch change. The high quality and long service lives of the materially resistant photoelectric switches, inductive sensors, 3D smart cameras, level sensors and electro-sensitive protective equipment are important for CIP and SIP plants, in particular.

The advantages of high quality sensors for packaging machine producers and their customers include – high repeatability levels with consistent quality, fewer rejected pieces – and thus greater plant efficiency.

Today’s packaging machines are designed for high performance, which means – dynamic handling, rapid processes, short cycles. Customised safety is vital in order to ensure that rapid automated processes do not pose any risk to machine operators. A high quality solution provider offers (packaging machine)

producers and end-users safety solutions that comply with legislation and safety standards – with non-contact protective equipment that offers flexible adaptation to the detection, machine-related and environmental requirements of the particular packaging system.

Amazingly enough, today’s sensor-based systems are highly ergonomy-focused, and their proper integration leads to designing highly safe packaging machines. The sensors and controllers these days can differentiate between pallets and persons, and between material and the human hand, so that safe machine operation can also be achieved with high availability.

Network-enabled software for the safety-oriented design of machines shows the path to the CE-label in eight steps – whilst creating the operating instructions in parallel.

Safety for packaging machines means conformity with all current safety standards and directives, future-oriented protection and monitoring concepts, and optimum efficiency through the interaction between safety and control systems in a machine or plant.

In today’s diversified and globalised markets, the path of goods from the producer to the consumer is often varied and complex. This conceals risks, particularly if critical product properties are uncovered or counterfeit products are available on the market.

In order to be able to react quickly and effectively to this, the traceability of goods is not merely necessary – in many sectors, e.g., the food industry, it is actually legally stipulated. Packaging carries information in the form of its labeling, which must be identified and tracked.

Codes and plain writing must be detected and identified, as well as checked for legibility, completeness and plausibility.

This applies from the smallest primary packaging, through outer packaging designed with advertising, to final packaging and palleted goods. Today, only a few reputed solution providers are well equipped to present solutions for all steps along the product supply chain.

Merit, constitution, attributes, worth – the term ‘quality’ encompasses around these values that are also important in packaging systems. Intelligent, easily integrable and scalable sensor solutions for quality assurance in all areas – primary, secondary and final packaging – are available in market these days.

A comprehensive platform or portfolio in this field includes – strategy for bar-code, 2D-code and RFID identification technologies. They ensure that products can be reliably identified and tracked – without human error, without gaps, and with maximum flexibility.

challenges & solutions


Cre

dit:

Am

arin

th

Designing a CompactPumpAmarinth is using the state-of-the-art computer

modeling techniques to design rotodynamic pumps that are being used by the oil and gas industry for low shear applications. By Oliver Brigginshaw

emulsify – and when this exceeds a certain level, the hydrocyclone separators are not able to extract the oil droplets from the water.

Progressive cavity pumps reach their limit sooner Low speed Progressive Cavity (PC) pumps have traditionally been used in such applications – where minimising any shearing of the pumped liquid is important. PC pumps increase in length and size as flow rates increase – however there is a limit to their capacity, which is quite small. At the PC pump limit, rotodynamic pumps are used to pump higher flow rates with the additional benefit of requiring a smaller footprint (Figure on next page). Further, rotodynamic pumps achieve this with a smooth continuous delivery and low pulsation effect, and no pressure relief valves are required to prevent the system over pressurisation.

On an offshore rig or Floating Production Stor-age and Offloading (FPSO) vessel (for example) with on-board hydrocyclone separating systems, the space is often not available for PC pumps to work at the flow rates needed to handle the pro-duced water coming out of the well. PC pumps also wear out more quickly than centrifugal pumps leading to increased maintenance, something – that operators of a rig or vessel that is producing oil 24 hours a day – want to minimise.

A compact solutionThe oil and gas industry has been at the forefront of the need to design a compact pump that will not shear produced water. In response to this need, Amarinth has approached the use of rotodynamic pumps in low shear applica-tions afresh. Using the latest in Computational Fluid Dynamic (CFD) modeling, hydraulic design engineers are now understanding much more about how to reduce the shearing action of impellers in rotody-namic pumps at high flow rates.

Oil and gas production plants have to clean up produced water by separating the oil from the water. The separation is done in a variety of ways, one of the more common being

with hydrocyclone separation systems. For these to work efficiently, the mixing of oil and water must be minimised preventing restructuring and emulsification during the transfer of the fluid through the separation systems.

The effects of shearGenerally speaking, centrifugal pumps tend to shear liquids and the higher the speed of the pump the more shear results. Shearing occurs along a boundary layer when the velocity of the fluid is changed creating a velocity gradient across the fluid. This causes shear stress between the slower and faster moving flows in the liquid. In a cen-trifugal pump the shearing effect is highest at the impeller and the resulting turbulence in a fluid of oil suspended in water causes the oil and water to

Modeling shear energy

Shear Energy DissipationPlane 1

- 3.609e+003

- 2.707e+003

- 1.804e+003

- 9.022e+002

- 0.000e+000

0

0.025 0.075

0.050 0.100 (m)

[J kg^-1]


Engineers have determined that the key ratios to reduce the shearing action on the fluid are the inlet area, outlet area, and the proportions of the impeller hub. Using 3-dimensional Computer Aided Design (3D CAD) engineers are able to outline new impeller designs, which are then imported into vane creation software that controls the shape of the vane and the geometry of the water passage through the impeller.

Once engineers have tuned the impeller and vane design, this is exported directly back into the 3D CAD system – where Finite Element Analysis (FEA) is carried out on the impeller and vanes to ensure they are capable of handling the dynamic loads and mechanical stresses.

Visualising the flowUsing Computational Fluid Dynamics (CFD), the engineers can then visualise the fluid flow through the pump volute and impeller – and predict the point at which shearing will occur and then design the impeller to reduce the shearing effect. The design can be modified iteratively using the various computer applications – until engineers are happy with the design, at which time it is transferred to the Rapid Prototyping Machine (RP) to produce an exact vane profile. A computer aided manufacture (CAM) package is then used to produce the final pattern and corebox equipment.

Using these techniques, Amarinth hydraulic design engineers have determined that:• turbulence is significantly reduced through

controlled changes in fluid velocity and smooth changes in direction,

• Optimising the vane tip radius at the impeller inlet can create fluid stagnation at the blade tip,

which promotes streamline non-turbulent flow into the impeller channels,

• Turbulence and shear can be further reduced by matching the impeller vane profile to the casing volute and cutwater design – this minimises recir-culation and exit wake from the vane trailing edge,

• Minimal disruption (eliminating cavitation) of the pumped liquid can be achieved by selecting pumps in the preferred operating range – often pumps in the allowable operating range will work equally well,

• Minimal shear at the impeller surface can be achieved through an enhanced surface finish of the impeller.

A low shear solution for Larsen & Toubro Larsen & Toubro (L&T) approached us for a new design of pump that could meet the low shear requirements for produced water coming out of a well stream. Larsen & Toubro was contracted by Oil and Natural Gas Corporation (ONGC) to upgrade the capacity and effectiveness of an exist-ing Produced Water Treatment Plant on a platform at the Mumbai High North field in the Arabian Sea.

The treatment plant uses hydroclyclones for filtering small droplets of oil from produced water coming out of the well production stream. For these to operate effectively, it was crucial that emulsification of the oil droplets in the water was prevented, which required ‘low shear’ pumps. L&T defined low shear pumps as those with a speed <1800 rpm, head generated <50m and efficiency >75% - all criteria that matched our understanding of a low shear application.

Our design team was able to assess that Ama-rinth’s A Series roto-dynamic pump performed within the criteria, which were set by both Amarinth and Larsen & Toubro. We successfully designed the API 610 OH2 – a series of centrifugal pumps that met the low shear criteria within a tight 26 week delivery deadline.

Modeling increasingly finer detailThe use of the state-of-the-art software is allowing our hydraulic design team to model fluid behaviour in ever finer detail – and predict with high degrees of accuracy how mixed fluids such as oil and water will flow through impellers and pumps, breaking down long standing beliefs about what equipment is right for a particular duty and enabling engineers to deliver answers to the ever more demanding needs of oil and gas operators.

The author is the Managing Director of Amarinth, a company spe-cialising in the design, application and manufacture of pumps and associated equipment.

At the PC pump limit, rotodynamic pumps are used to pump higher flow rates with the additional benefit of requiring a smaller footprint.

10 bar

5 bar

200 m3/hour 500 m3/hour

Operating ranges of Progressive Cavity

vs Rotadynamic Pumps

Progressive Cavity

Rotadynamic

safety & security


On June 19, 2012, several Indian newspa-pers reported “Two workers were burnt to death while 13 others injured when a hot chemical spilled on them from a boiler at a Hindustan Zinc plant in Rajsamand dis-

trict of Rajasthan. Shyam Lal (35) and Bajrang (25) died on the spot in Dariba plant of the company in Udaipur, police said. The accident took place at about 2 pm when the workers were cleaning the boiler, company sources said. The material in the boiler was hot at about 300 ̊C and it spilled over them. Most of the workers were on contract basis and were employed by a private SS company.”

Such incidents are not very rare in India. Every day, a large number of unskilled workers assem-ble in front of the big industrial establishments in search of a day-long work. Deploying casual labour-ers is a common practice in India. And once they go inside the factory gate, nobody knows what type of job is being offered – under what kind of risky envi-ronment – with what kind of safety gears. Accidents occur, people cry and protest, but in course of time, they forget, and again queue up to go inside the

Manufacturers need to improve processes, so that workers are completely protected in the working environment. Also, even the casual work-ers should be trained properly to avoid mishaps. By Sujay Nair, P. K. Chatterjee

factory gate as a casual worker. To gain political mileage, sometimes the political leaders take up such incidents to build issues, otherwise the files are generally closed.

Let us tell you a little story. There is this col-league of us who is now a journalist, but who has had a stint in the shop floor of a major soft drink manufacturer when he was in charge of plant logis-tics. The conditions were unbelievable – the work-ers were going to their work without wearing ear pads despite the high decibel sound levels that the machinery generated; forklift operators were not wearing helmets; casual labourers were employed to work without any safety protection and so on.

Now, this is a situation that is just not accepta-ble. This manufacturer has plants all over the world – it prides itself on having a set of standards that are applicable for each and every one of its manu-facturing units. So, how does it get away in India with such shoddy practices?

The root cause of the problem lies in the coun-try’s labour laws. Currently, these laws are so inadequate that safety becomes the last concern for a number of large manufacturers. Part of the reason is the substantial cost involved in ensuring safety devices that would make the workplace less hazardous for the worker.

Our enforcement mechanism is also very weak, with factory inspectors passing on the onus of ensuring safety to the manufacturer. Small and medium manufacturers also suffer from this prob-lem – the only way out is a drastic overhaul of the country’s labour laws. Another solution is incorpo-rating changes in the shop floor itself – by building plant and machinery that would be smarter, take over some of the more hazardous tasks and limit human intervention in these areas.

Of course, this transformation would require a substantial financial outgo. But India can ill-afford to neglect this crucial area – when it is stepping up its position in the global manufacturing arena. More than the monetary aspect, it is important that there exists a complete change in mindset among manufacturers – large and small – as far as safety laws are concerned.

Workers are not a mere cog in the manufacturing wheel – the human factor should not be neglected. And the change has to come from within, rather than being enforced by the government, and that is the only way a transformation can be brought about.

Activists who raise their voices for consumer safety, need to go little deeper, and ensure that the consumers do not drink workers’ blood. This is the only way to pressurise the manufacturers who declare a process and follow something else. Im

agin

g: C

haru

Dw

ived

i


quality & innovation

An In

novatIve StepA little

investment in plant modernisation with proper

planning and right guidance – can lead to a substantial saving in

cost of operation. Also, it often leads towards making the facility greener.

With a view to countering the soaring diesel fuel prices, at its Manesar

facility in Haryana, Honda Motorcycle & Scooter India (HMSI) has installed two of GE’s ecomagination-qualified, natural gas-fired Jenbacher cogeneration units – which use less expensive natural gas to generate 4 megawatts (MW) of reliable on-site power. With this innovative plan, HMSI has achieved manifold benefits of reducing cost, lowering pollution and ensuring reliable power supply.

BackgroundThe Manesar factory manufactures about 1.6 million scooters and motorcycles annually. As the company had decided to dramatically expand production in India, it was essential to lower energy costs at its flagship Manesar factory.

The Manesar factory has a total power requirement of about 14 MW, and in order to ensure reliable power supply, HMSI originally installed a battery of 1-MW diesel generators to supply the factory’s power. In 2011, HMSI decided to replace

four of the diesel generators with GE’s more efficient, natural gas-fueled CHP (Combined Heat and Power) units.

Cost saving figureGE’s two, 2-MW Jenbach-er J612 CHP units were commis-sioned in March 2012, replac-ing four of the factory’s existing 1-MW diesel generator sets. HMSI’s cost of generating power by using the Jenbacher units (in waste-heat recovery mode) is an estimated Rs. 6.50/per unit com-pared to the previous diesel gen-erator cost of about Rs. 12.00/per unit—a savings of about of Rs. 5.50/per unit, or a 45.8 per cent reduction.

User’s opinionHMSI Manesar Plant Head, Vinay Dhingra says, “We installed our GE cogeneration units to reduce our Manesar fac-tory’s energy costs and ensure that we have a more cost-effective and secure supply of power and heat to help meet our production requirements. GE’s technology has the proven record of efficiency, reliability and avail-ability to help us achieve our growth strategy of becoming the largest two-wheeler manufactur-er in India by 2020.”

By installing GE’s cleaner-burning gas engines equipped with modern exhaust controls, HMSI has also reduced the indus-trial greenhouse gas emissions by 48 per cent. The Jenbacher CHP units also operate continuously and have dedicated exhaust gas-fired boilers that produce steam, allowing HMSI to replace its costly HSD fuel-fired boilers.

“Our project with Honda Motorcycle & Scooter India demonstrates how our Jenbacher cogeneration technology can achieve an overall efficiency of 61 per cent to support our cus-tomers’ economic requirements — while giving them the peace of mind that comes with having a more reliable and cost-effective power supply,” says Gurumur-thy Santhanakrishnan, Region-al Sales Leader India – Gas Engines, GE Power & Water.

Ge J612 Jenbacher gas engine at Honda facility

It may be time to take off those blinkers.

Donate now to help change the picture. For any further

information on how you can help, please visit 30.pradan.net

or send an email to [email protected]. You could choose

to either make a personal donation or join hands with

PRADAN as part of your CSR initiatives.

PROFESSIONAL ASSISTANCEFOR DEVELOPMENT ACTION

picture the change change the picture|

9.9 Media supports PRADAN.

IT MAY BE TIME

TO TAKE OFF THOSE

BLINKERS.

For India to truly change, we need to address this issue.

PRADAN is powered by the belief that the best minds

in the country need to work at the grassroots to change

the face of poverty in India. Their teams have been

working with endemically poor communities for 30

years with some amazing results.

Their focus is to work with women and tribal

communities across the poorest districts of India. They

have introduced models, which have helped entire

communities find livelihoods and emerge from poverty.

They have touched over 1 million people, changing

their lives in a range of ways – from ensuring food and

livelihood, to creating choice and dignity.

They pictured the change. And changed the picture.

2012 - INDIA IS STILL HOME TO 41% OF THE WORLD'S POOREST.

photo credit: getty images

green manufacturing


PaPerless Factory

Over the last two decades, Indian phar-maceutical companies have emerged as the best quality manufacturers of generic pharmaceuticals globally. Many pharmaceutical companies in

India are now approved by almost all leading global regulatory agencies, and are exporting medicines across the globe.

However, it is not an easy task to comply with all the regulatory requirements as commanded by most regulatory agencies, and to show evidence for all such compliance requirements, pharmaceutical companies have no other option but to create and maintain huge physical documentation archives. Thus, with the growth of an organisation with more and more number of export orders, eventu-ally, its document archive rooms struggle for more and more space.

In order to handle the situation in an efficient way, Lupin has made good utilisation of techno-logical advancements in software and automa-tion. It has led the way in introducing and utilizing automation in many of its operational areas to ease pressures caused by physical archival of documen-tation. As a result, the organisation has reduced the load of paper generation to a large extent. Also, chances of manual errors have got nullified because of this.

Challenges that pharmaceutical industries faceDocumentation is of prime importance in pharma-ceutical companies. Each and every activity is to be documented in pharmaceutical operations. Docu-ment generated need to be stored either perpetu-ally or for a pre-defined period.

One batch record can have 500 pages in it. Major challenges that we (in Lupin) faced included: high consumption of papers, requirement of a huge storage space, retrievability, ensuring security, pro-longed review process and possibility of errors.

Why paperless processes in Lupin?We wanted to avoid human errors in manual pro-cesses. It became essential to improve data integri-ty and security. We found, it could ease the review

Maintaining records at all steps is mandatory and business critical for every pharmaceutical company. In today’s business environment it is a mammoth task. However, implementation of an electronic recording and archival system can drastically change the situation. By Nilanjana Basu

Indore plant of Lupin Limited


process, and would enhance productivity – leading to cost reduction. Also, we realised that implemen-tation of paperless processes could improve compli-ance with respect to documentation. Last but not the least it could relieve us from the burden of huge retention of hard copies for years – leading to sav-ing of storage space.

What have we done (in short)?Training: We have introduced the Lupin Learn-ing Management System (L2 LMS), which is a web enabled integrated tool powered by SABA. LMS is a software application for the administration, documentation, tracking and reporting of training programmes, classroom and online events.

Manufacturing: We have SCADA: Supervisory Control & Data Acquisition System. It is a software package that is positioned on top of hardware to which it is interfaced via (PLCs), to have supervio-sory control. SCADA is now used for most manufac-turing operations like – granulation, drying, com-pression, coating etc.- no manual recording and/or control in those areas are needed.

Also, we have implemented E-Log in shop floor to log equipment usage and monitor area usage. We were the first to do it in the Indian industry.

Data Acquisition system: Raw data such as temperature, humidity and pressure as well as alarms and triggers can now be sensed and addressed on real-time basis. This enables easy trending and data analysis that are carried out on the production processes.

Benefits as on dateOur entire training documentation is now electron-ic, and there is zero paper generation. All high per-formance Liquid Chromatography instruments that are used for analysis, are run through a centralised software and analytical results are stored virtually.

Areas of paperless process at Lupin Limited

QC(Paper Less

Chromatography)Maintenance(PM module)

Ware House(SAP)

Paper Less Automation

Training

Manufacturing (SCADA

ASRS, Elog)

QA (Virtual Data

Transfer)

Lupin Learning Management System (L2 LMS)

Learning Management

System(L2 LMS)

Web based Trainig

Training Needs

Identified

Mastery Score requirement

100%

Questionnaire in L2 LMS

There are applications of automation at manu-facturing floor – as a result of which paper genera-tion is kept at a minimum. Machine parameters are controlled through software that are precisely monitored through man-machine interfaces. There are electronic log books maintained for recording daily activities at the shop floor. There is perfection, speed in delivery without much of paper generation.

In pharmaceutical companies, typically, there are huge amount of data exchange, be it with the regulatory agencies, with customers or internally amongst departments. Through application of com-mon drive and File Transfer Protocols, huge amount of data are transferred with the click of a mouse.

We have also successfully applied Radio Fre-quency ID generation system in Robotic System Cabinet, a technological advancement, in order to accurately track and match its tablet compression tools. In the process, there is speed and accuracy – but no involvement of paper.

Our entire material management system is con-trolled through a centralized Enterprise Resource Pplanning system run on SAP. Again, there is speed, there is accuracy in an error free paperless environment.

We have also initiated paperless drive in tracking and monitoring our engineering maintenance activi-ties. Here also the initiative is run through SAP.

Electronic Archival and recording has not only helped us in saving paper but also the method has gone a long way in improving efficiency and effectiveness in our processes. Data retrieval and acquisition has become faster and error free, and has gone a long way in enhancing productivity and Quality compliance vis` a vis` global regulatory requirements.

The author is Deputy General Manager at Corporate Quality Assur-ance of Lupin Limited, and currently heading the Technical Training Vertical of Lupin manufacturing sites in India.


California-based Freightgate team, since 1994, has been developing Internet Solutions for the freight and logistics, such as – Logistics Cloud-based Platform with Supply Chain Collaboration and Visibility; TMS, Global Tender Bid Management; Least Cost Routing, Service Contract and Quote Management; Regulatory Compliance CBP and FMC; Automated eInvoice Audit and Payment; innovative What-If-Scenario Analysis tool; interactive online Sailing Schedule. According to the company, in 2013, supply chain managers will stringently focus on five critical areas, namely – ‘sustainability, visibility, predictive analytics, innovation and partnerships.’

5

Business leaders will focus on best-in-class solutions to meet progressively more challenging customer requirements.

supply chain

Sustainability

Focus Areasfor SupplyChain

and competitive pressures coupled with meeting customer requirements will create a keen focus to find best-in-class solutions that will drive and enhance supply chain sustainability.

In 2013 business leaders will continue struggling with diverse supply chain challenges ranging

from spend management, visibility, business intelligence, to the growing complexity of optimising rate and surcharge management with delivery performance. Supply chain flexibility and logistics responsiveness adapting to volatility


Predictive Analytics

Attempt for cycle time reduction will drive focus on end-to-end supply chain visibility.

Supply Chains are becoming too brittle to external factors. 'Handling frequent unplanned changes' is creating the need for an elastic dynamic design.

Thinking ‘outside the box’ will become a valued asset to drive supply chain cost savings with improved performance.

Visibility

Partnerships & Integration

Innovation

sitivity to localised disruptions, companies will require more robust end-to-end supply chain visibility to enable better global risk management. Traditional low-tech tracking and tracing software will need to be replaced with dynamic cloud-driven dash-boards. Supply chain directors will empower their logistical ana-lysts with S&OP and risk manage-

ment tools – to manage decision-making within the execution window at each and every junc-ture of their supply chain. Capac-ity management, forecasting and contingency planning will play an important role in operating a lean supply chain. Businesses are inte-grating cloud-based platforms to afford better visibility, flexibility, and responsiveness.

Supply chain and logistics executives have journeyed the long-winding road through

freight management, experimented with costly home-grown TMS systems, been involved with labour-intensive RFPs, and some have out-sourced processes with mixed results.

When all is said and done, the Holy Grail is a supply-chain driven by total-value. In 2013, business leaders must become more innovative to juggle the quest for profitability while they assimilate the demanding pressures to provide more solutions to meet varying and specific cus-tomer demands. Customer demand and public perception will have to be valued and added to the equation escalating the need for customised logistics solutions. Both price and innovation will be important evaluation factors in designing supply-chains and the award of contracts.

Shippers, transportation car-riers, logistics and software

solution providers are beginning to realise that in order to cre-ate an elastic and robust supply chain forming partnership and teaming together is a better

route than trying to be the ‘king of the road.’ That means depend-ing on scope, single sourcing philosophies with all eggs in one basket is unlikely to return.

Everyone can benefit to increase revenue, profitability

without increasing costs. There will be more initiative-driven part-nerships and ‘vested’ outsourcing as service excellence backed by real-time information becomes a core and strategic priority.

Cloud Technology and new open standards – such as EFM – unlocks a new age of collabora-tion and competitiveness – giving every business equal opportunity.

As supply chains grow more complex in global dimen-

sions, participant size, and sen-

Business Intelligence will help manage every aspect of supply chain and logistics management.

complex data sets. In complex and dynamic supply chains meaning-ful data segmentation and classification will emerge and people will realise the true value of current information on inventory in transit or possible shipping delays augmented with macro trends on rates, transit times or capacity.

The ability to make timely decisions based on available data is crucial to business success. Business intelligence will move toward flexible hybrid models of real-time information correlated with data mining, scenario planning and forecasting to provide more informed supply chain decisions with the ability to improve process and resource optimisation, spot business trends and patterns, identify risks and opportunities, and track performance metrics.

While ‘big data’ seems to be everywhere, thought leaders will focus on timely Predic-

tive Analytics. Supply Chain executives are faced with the challenges to capture, store, search, sharing, analysis and the visualisation of large and

event report


ics, Mitsubishi and many other organisations helped engineers, decision makers and business owners touch-feel the application potentials of the latest technology-based products.

K. Nandakumar, President, Automation Industry Association (AIA), Chairman and Managing Direc-tor, Chemtrols Industries said, “AIA brings together for the first time, all the leading automation tech-nology players in the country for a common and customer focused cause. The Association’s primary aim is to increase knowledge and awareness levels when it comes to cutting edge automation technolo-gies – and help Indian industry leverage these for greater productivity, efficiency, quality and con-sistency – the key to global competitiveness. India is behind the curve on deployment of automation technologies in manufacturing and maintenance. Less than 1 pc of manufacturing GDP comes from automation and instrumentation, whereas in devel-oped economies the figure is more like 5 pc. By 2020 India needs to go ‘global’ and that is possible

Attendees from various Indian manufactur-ing sectors, in IATF 2013, got plenty of opportunities to get exposed to the advances

of automation technology, and gathered ideas on how automation could further boost their growth momentum. Concurrent panel discussions, techni-cal workshops and technology display by global majors like Siemens, L&T, Rockwell, Emerson, Hitachi, Chemtrols, B&R Automation, Kuka Robot-

U. S. Deshmukh, Group General Manager, Oil & Gas Domain, ONGC is cutting the ribbon to inaugurate the IATF 2013. K. Nandakumar, President, AIA and CMD of Chemtrols Industries (L) is accompanying him.

Delegates from many industries are attending the Innovation Exchange programme, where techies from manufacturing industries shared their experiences.

A view of the Kuka Robotics’ stall in the IATF 2013, where the company displayed robots in action.

P. V. Sivaram, MD, B&R Automation, is explaining the innovations in automation devices.

Automation: the Key Growth EnablerThe India Automation Technology Fair, IATF 2013, organised by Automation Industry Association and Messe München Interna-tional India, recently concluded in Mumbai.

only with enhanced invest-ment in automation.”

Raghavendra Rao, VP, Frost & Sullivan said, “India is a perpetual nation having per-petual growth. Challenges in automation adoption that we face in India are availability of cheaper alternatives, lack of clarity on ROI and lack of clear regulation. India has the largest bank of skilled work-force where there is money, market and people. We have to give a serious look on lower margin and higher growth.”

event report


Deepak Sharma, Head Logistics, Hero Moto Corp; Sugato Sen, Deputy Director General, SIAM; Prem Verma, Co-Chairman SIAM Logistics Group; Steve Harley, Director, Global Logistics, Ford Motors

M. M. SIngh Chairman, SIAM Logistics Group; M. F. Farooqui, Secretary, Ministry of Heavy Industries and PE; Prem Verma, CEO, Tata Motors Logistics and Vishnu Mathur, Director General, SIAM

The Society of Indian Automobile Manufac-turers (SIAM) recently organised its first Automotive Logistics Conclave in Delhi. The

first day of the event was attended by representa-tives from The Planning Commission, Ministries of Heavy Industry, Railways and Road Transport and Highways, Automobile OEMs and logistic sector.

In the conclave, M. F. Farooqi, Secretary, Minis-try of Heavy Industries, said, “Logistics is becom-ing increasingly important with the emerging auto sector in India. Providing physical connectivity in a country like India, and connecting it to the world is a huge logistical challenge. We have more than 90 per cent dependence on the roads and national highways, and this is not sustainable. We need a solution which brings in other modes into play, and the industry has to take a joint initiative. Also, logistics face an increasing difficulty with transport beyond the national highways, with the quality of roads, and while crossing state border lines. All these issues need to be addressed.”

He informed, “We have discussed this with the Ministry of Road and Transport, and received a very positive response. A notification has come out which would allow this kind of permission to have end-to-end transportation without different border

Automotive Logistics Conclave 2013The Indian Automotive Logistics Industry will cross Rs. 25,000 crores mark by 2016-17. There are huge opportunities, not only in transportation, but also in packaging, and distributions – and we need to assemble the key of infrastructure to tap this opportunity.

permissions. A manufacturer will therefore be able to approach the National Highways and get permis-sion for end-to-end transport of a consignment, with a validity of 2-3 years.”

M. M. Singh, Chairman, SIAM Logistics Group & MEO Maruti Suzuki India, said, “The Automo-tive Mission Plan 2006 - 2016 has envisaged India to become a designing and manufacturing hub for automobile and components, and is expected to reach around $145 billion dollars, amounting to more than 10 per cent of India’s GDP. The indus-try has grown ever since, and the overall produc-tion has risen from 9.7 to 20 million in 2012. It is expected to reach 35 million by 2016-17.”

According to the World Economic Forum rank-ings, India is placed at 86th position on over-all quality of infrastructure. National Highways account for merely 1.6 per cent of the total road network in India.

This is substantially below countries such as South Korea, the UK and Japan, although mar-ginally better than China and France. Delay in implementation of key projects and unavailability of trained manpower were sighted as some of the reasons for us being much behind the industrial requirements. The scenario has to change soon.

event report


Sustainability champions from over 50 com-panies received awards from Dr. Bhaskar Chatterjee, Director General & CEO, Indian

Institute of Corporate Affairs. Part of the Blue Dart World CSR Day, the awards were distributed in conjunction with DHL’s Corporate Responsibil-ity Day in India – and comprised two CEO panel discussions – “Mandatory 2% spend on CSR: Will it be just compliance or a trajectory for meaningful CSR?” and “Changing Businesses from Inside Out.”

Both the intellectually stimulating panel discus-sions focused on awareness of corporate respon-sibility within the private sector – and were well attended by leaders in both the government as well

as the corporate sector. Some of the panel members included: Yogesh Dhingra, COO & FD, Blue Dart Express; Gayatri Nair Lobo, Sr. Director, Strategy and Development, Teach For India; Suhas Tul-japurkar, Managing Partner, Legasis Service; Akhtar Badshah, Sr. Director, Citizenship and Public Affairs and Head of Corporate Philanthropy, Microsoft Cor-poration; Emily Harrison, Executive VP, Innovaid, Vikas Puthran, VP – Alliances and Operations, Give India; Betsy Vincent, VP, General Carbon Advisory Services and Animesh Kumar, Group Head, HR & Corporate Services & Co CEO, IDFC Foundation.

M. Monteiro, SVP & Area Director - SA, DHL Express, said, “We not only believe in creating a fine balance between economic success and social objec-tives – but also in spearheading activities that would result in making the planet a better place to live in.

A. Khanna, MD, Blue Dart, said, “It is indeed commendable to see corporates converge, discuss and debate issues pertaining to sustainability – and

First panel discussion: (LtoR) Ketan Kulkarni (Blue Dart), Animesh Kumar (IDFC), Yogesh Dhingra (Blue Dart), Emily Harrison (Innovaid), Vikas Puthran (Give India) and Alok Bhardwaj

Anil Khanna, MD, Blue Dart Express, is addressing the audience.

Dr. Bhaskar Chatterjee is explaining the two per cent CSR Bill.

Malcolm Monteiro is delivering the welcome speech in the event.

Second panel discussion: (LtoR) Ketan Kulkarni (Blue Dart), Dr. Martin (Impact), Gayatri L. (TFI), Betsy V. (GCAS), Dr. Christoph (Globethics), Suhas T. (Legasis), Akhtar B. (Microsoft)

CSR Excellence & Leadership AwardsRecently in Mumbai, Blue Dart Express (a part of the DPDHL Group) presented the 2nd Blue Dart Global CSR Excellence & Leadership Awards.

also share practical views and insights in terms of their organisations. We have taken up the mantle of recognising corporates and individuals who have championed causes in the best of their capacity and brought about changes in environment we live in.”


management & strategy

Continuous TrackingTrack materials from the receiving point, through production processing, to picking, packing and shipping by lot and serial number as well as by expi-ration date (if any) and quality control status.

Mistake Prevention

Rapid Detection

Prevent operational mistakes by providing point-of-action warn-ings whenever the user is about to make a mistake – such as using the wrong materials or taking up the wrong machining operation.

Enable your company to comply with materials traceability and quality assur-ance mandates by maintaining a history database of all operational transactions to facilitate rapid detection of defects and minimisation of recalls.

Real-Time Visibility

Right Delivery

Ensure a real-time view of the status

of customer orders, inventory posi-

tion, work-in-process, condition of

equipment, availability of manpower

and the quality at all stages.

Print product and container labels

in customer-specific formats.

The process can be very easily

automated. It prevents misplacing

the products and their dispatch to

wrong addresses.

Cred

it:Co

gnex

Credit: BMS Vision

Cred

it: S

ICK

Credit: XJTAG

Credit: Crown

5Must-Do Steps for

In this era of fierce competition, manufacturers need to be internally strong. Stringent control of internal processes and prevention of mistakes – ultimately lead to huge savings – by reducing excess of inventory, need for re-work, necessity of extra manpower, risk factors, delayed or wrong delivery and so on.

Manufacturing Success

product gallery


Duplex Receptacles

AutomationDirect’s line of Bryant wiring de-

vices includes extra-heavy-duty industrial

grade duplex receptacles and watertight wiring

devices. Bryant industrial grade duplex straight

blade receptacles feature a full-face, wrap around design moulded of high-

impact chemical-resistant nylon.

Available in 15A and 20A versions, the receptacles are designed with a

one-piece copper alloy grounding system with integral solid brass ground-

ing contacts. Eight wiring pockets provide convenient feed-through back

wiring and clamp-type terminals with brass terminal screws, and accept up

to no. 10 wire; easy-access break-off tabs support two-circuit wiring.

Available in gray or corrosion-resistant high-visibility yellow nylon, these

receptacles also feature a circuit ID marking area for clear identification of

circuits.Two-pole and three-pole watertight plugs and connectors have also

been added.

Automation Direct Tel.: +1 800 633 0405Website: www.automationdirect.com

Tray Dryer

PSL’s Cake Stand Tray Dryer design

overcomes the inherent difficulties

with traditional tray dryers. The modular

design of the Cake Stand dryers allows

capacities from kilograms to large-scale

production. It is available as a free-standing unit without containment or

within a PSL high containment glovebox.

As per the company, its tray drying technology has been carefully

developed with efficiency, ergonomics and safety in mind. The tray dryers

can operate in down-flow booths, clean rooms or in conjunction with PSL

containment isolators. A number of design features have been added to the

tray dryer design for ease of use and both operator and product protection.

PSL India Tel.: +91 22 28908232Website: www.powdersystems.com

ProGrade Easy to Clean

Grates in Housing provide

quick removal of accumulated

fine iron contamination and of-

fer trouble-free push-pull opera-

tion. Cleaning is quick and straightforward. Simply un-

latch the clamps on the drawer fronts, pull the magnet

bank toward you and the accumulated metal contami-

nation is scraped from the tube and discharged out the

front of the housing. The cleaning cycle is reduced to

only a few seconds with this push–pull operation.

Particles responsible for fouling

cooling tower water are smaller

than five microns. AmeriWater high

efficiency filters for cooling tower

water treatment remove these

extremely fine particles to provide the true benefits of

clean cooling water. Not only do filtration efficiencies

improve dramatically, the filters require up to 10 times

less backwash water. According to the manufacturer,

in comparison with standard multi-media filtration, the

benefits of AmeriWater’s cooling tower water treatment

includes: lower installation costs, lower operating costs,

less requirement of space, much less backwash, cleaner

cooling water and quick payback on investment.

W.E. Anderson Division of Dwyer

Instruments has brought in

its series 3BV3SH 3-way stainless steel sanitary ball

valve. The series features sanitary clamp-ends allow-

ing for easy line removal. The products are ideal for

use in pharmaceutical, food & beverage and chemical

processing systems. Their full port design provides

consistent flow characteristics. An ISO 5211 mounting

pad is provided for easy automation when the device

is attached with an electric or pneumatic actuator. Ball

and stem are constructed of quality 316 SS.

Magnetic Separator

CT Filter

Eriez Tel.: +1 814 835 6000 Website: www.eriez.com

Ameri Water Tel.: +1 800 535 5585Website: www.ameriwater.com

Dwyer Instruments Tel.: +1 219 879 8000Website: www.dwyer-inst.com

SDS CuTTEr

Bosch offers pendulum-stroke Jigsaws

PST 700 PE, PST 800 PEL and PST

900 PEL. As per the company, they make work easy, regardless of whether

you are sawing wood, metal or plastic. When inserting or changing the saw

blade, you benefit from the features of the machine.

Bosch informs, the SDS system, has been developed for easy saw blade

changes. It is the most convenient in this jigsaw class and can be operated

with only one hand. All you have to do is pull a lever and the blade will fall out

of the machine on its own. The new blade is simply inserted into the holder,

Robert Bosch Tel.: +49 711 400 40990Website: www.bosch.com

BALL VALVE


STEAm STErILISEr

revolutionary Science has developed its

steam steriliser that addresses the dangers

of endotoxins. Older autoclave designs recycle

dirty water, soupy with filth and harmful endo-

toxins. The Saniclave does not do this. With an intelligently designed water

exhaust system, the device always begins each sterilisation cycle with fresh

water. This American made steriliser meets the most stringent require-

ments of autoclave standards, like ST55, ST79, IEC and FDA.

According to the manufacturer, it is the first steam steriliser listed under

$3,000 that has been cleared by the FDA in nearly 20 years. Its unique

features include – a digital display, printer port for record maintenance,

10.5 litres chamber and the ability to sterilise wrapped loads – due to its dry

mode capabilities.

Revolutionary Science Tel.: +1 800 775 7942Website: www.revsci.com

This semiautomatic band saw machine cuts from

0° to 60° right. It has a head feeding system with

hydraulic cylinder and front balanced valve for feeding

regulation and cutting optimising.

Its material clamping vice is with manual position-

ing with hydraulic locking cylinder. Its head rotation

angle stops at 0°, 45° and 60°. It has degrees measuring system, graduated

scale, and it is rugged in construction locking lever.

It has direct drive: reduction gear box with inclined grinded case

hardened teeth – lubricated with long lasting grease. mechanical variator

20÷100 m/min for version +V. Its output shaft is of the reduction gear box

Ø 40 mm and motor wheel connection with a keyless shaft/hub connection.

With the HImatrix m45 safety controller

and certified function blocks, HImA

Paul Hildebrandt has brought in a flexible

solution for implementing CPu-intensive safe

motion control tasks. The HImA solution uses

fewer safety system components (e. g., no

smart bus coupling modules needed) than other solutions. As a result, plan-

ning and engineering efforts are significantly reduced.

The new safety system is certified up to SIL 3/PL e and is used for moni-

toring position, speed, acceleration, breakdown torque, loads and distance.

Complex range and/or location-dependent monitoring and emergency stop

are additional safety functions.

Safety Automation Solution

FMB Tel.: +39 035. 37 05 55 Website: http://www.fmb.it

HIMA Paul Hildebrandt Tel.: +49 6202 709 405 Website: www.hima.com

Saw Machine

rittal Corporation has released its TS

IT Network/Server enclosure. It is a

new rack system that represents an intel-

ligent modular system encompassing

not only racks but also a comprehensive

range of high-performance accessories.

According to rittal, it embodies a far

simpler design than previous generations and tool-less,

snap-in assembly technology to boost installation and

operating efficiency – while lowering costs.

Cognex Corporation has

released VisionView 900

industrial operator panel – for

both In-Sight vision systems and

Ethernet-ready Dataman barcode readers. The larg-

er nine-inch display allows operators to quickly identify

issues on the manufacturing line so they can respond

promptly; improving quality and reducing downtime.

The VisionView 900 offers four times the price

performance of previous panels – as well as the envi-

ronmental and software capabilities operators expect

in an industrial-strength interface. A 9-inch, IP65-rated

touch screen helps view images and overlay graphics.

CGTech, developer of VErICuT,

has released its latest ver-

sion – VErICuT 7.2. The software

features many enhancements to

improve speed, thereby reducing the time required for

manufacturing engineers to develop, analyse, inspect

and document the CNC programming and machining

process. Along with proactively adding new features,

CGTech developers and engineers have focused on

implementing hundreds of customer-driven enhance-

ments. The software can be integrated with many CAm

systems like – Siemens PLm Software (NX), Dassault

Systèmes (CATIA), PTC (Creo Parametric) and so on.

Server Enclosure

TOuCH SCrEEN

Simulation Tool

Rittal India Tel.: +91 80 3372 0700Website: www.rittal-india.com

Cognex Corporation Tel.: +1 508 650 3000Website: http://www.cognex.com

CGTech India Software Solutions Tel.: +91 80 2318 6981Website: www. cgtech.com

product gallery


Wampfler has developed three

series of cables trolleys for

modern STS container cranes and

high-capacity process cranes. All three

programs for flat and round cables have been

designed for a loop weight of 350 to 800 kilogram and

feature an optimised conception of the running gear.

This technology allows speeds of up to 300 m/minute.

The company’s cable trolley systems are installed

all over the world among others in steelworks, ports,

galvanising plants and composting plants. more than

400 STS container cranes and more than 3,000

stacker cranes have been equipped with Wampfler

cable trolley systems during the recent years.

Cable Trolley

Conductix-Wampfler Tel.: +1 402 339 9300Website: www.conductix.us/

Refrigerant Circulation System

Solutions from ContiTech Fluid Tech-

nology enhance the efficiency of air

conditioning systems – while at the same

time reduce refrigerant consumption and the

weight of the unit. This goes easy not only

on the environment but also on the driver's

pocket. "Because ultimately, air conditioning

systems play a significant role in overall fuel consumption," states robert

Wurm, head of ContiTech Fluid Technology's Industrial Hose Assembly

segment.

Just using the Internal Heat Exchanger (IHE) developed by ContiTech

promises to boost efficiency by around five per cent – informs the manufac-

turer. The IHE uses a simple thermodynamic effect to further cool down the

refrigerant without increasing energy consumption.

ContiTech Tel.: +49 511 938 1304Website: www.contitech.de

Business indexCompany .....................................................................................Page No.Boston Consulting Group (BCG) .................................................................4Perkins Engines Company ...........................................................................4Automation Industry Association (AIA) ................................................... 42Siemens PLM ............................................................................................ 42L&T .......................................................................................................33, 42Rockwell .................................................................................................... 42Emerson .................................................................................................... 42Hitachi ....................................................................................................... 42Chemtrol ................................................................................................... 42B&R Automation ....................................................................................... 42Kuka Robotics ........................................................................................... 42Mitsubishi ................................................................................................. 42ONGC .................................................................................................. 32, 42KPMG .....................................................................................................5, 20PricewaterhouseCoopers (PwC) .................................................................5ReportLinker ................................................................................................5SMM India ....................................................................................................6TE Connectivity India 15, 29Hindustan Zinc .......................................................................................... 34Siemens PLM .............................................................................................24Honeywell.............................................................................................26, 27Tata Steel .............................................................................................26, 27Ernst & Young ...............................................................................................7SIAM Logistics Group ............................................................................... 43Hero Moto Corp ........................................................................................ 43Global Logistics......................................................................................... 43Maruti Suzuki ............................................................................................ 43Blue Dart Express ..................................................................................... 44Microsoft Corporation .............................................................................. 44General Carbon Advisory Services ........................................................... 44IDFC Foundation ....................................................................................... 44Indian Institute of Corporate Affairs ........................................................ 44Gartner ............................................................................................... 4, 8, 21NCAER ........................................................................................................10

Company .....................................................................................Page No.Automation Direct .................................................................................... 46Srei Infrastructure ...............................................................................16, 21Thermax Limited ....................................................................................... 19Autodesk ................................................................................................... 20Pegasystems ............................................................................................. 20Srei Infrastructure Finance ....................................................................... 21Shree Shubham Logistics.......................................................................... 21Lenovo India ...............................................................................................22Meinhardt India ..........................................................................................22Siemens PLM .............................................................................................25Maruti Suzuki India ....................................................................................25Avantha Power & Infrastructure ................................................................25Mahindra Vehicle Manufacturers ..............................................................25SICK .......................................................................................................... 30Amarinth ....................................................................................................32Honda Motorcycle & Scooter India (HMSI) ..............................................35GE ...............................................................................................................35Lupin Ltd. .................................................................................................. 38Freightgate ................................................................................................ 40DPDHL Group ........................................................................................... 44Eriez .......................................................................................................... 46Dwyer Instruments ................................................................................... 46Revolutionary Science ...............................................................................47AmeriWater ............................................................................................... 46PSL India ................................................................................................... 46Robert Bosch ............................................................................................ 46HIMA Paul Hildebrandt ..............................................................................47FMB ............................................................................................................47Rittal India ..................................................................................................47Cognex Corporation ..................................................................................47CGTech India Software Solutions .............................................................47ContiTech .................................................................................................. 48Conductix-Wampfler ................................................................................. 48

product gallery

Job # PTC_IND_MMT_CP PTC_IND_MMT_CP_PG.indd 1-17-2013 9:58 AM

ClientBleedTrimLivePrinted AtColors Spec’dBy

PTC21.1 cm x 28.1 cm20.338 cm x 27.338 cm18 cm x 25 cm100%4/4Freelance User

Job info

None

Special Instructions

MMT a Network 18 Publication Group

Job Description

Brand DirectorCreative DirectorStudio ArtistProduction Contact

jhjgthompclapp

Creative Team

FontsDIN Pro (Bold Italic, Bold, Black, Medium, Regular)ImagesPTC_GLOW_TEST.psd (RGB; 720 ppi, 898 ppi; 41.66%, 33.38%), PTCgradients-8.56x11-blue.jpg (CMYK; 287 ppi; 104.2%), PTC_Reggie-HR2-working.psd (CMYK; 410 ppi, -410 ppi; 73.03%, -73.33%)

Cyan Magenta Yellow Black

Fonts and Images Colors in Use

The Soleus® - innovative prosthetic foot from College Park.Learn how it became a reality at www.ptc.com/go/college-park

START WITH PTC Creo®.STOP AT NOTHING.

IDEA

PRODUCT

CREATIVITY

TEAMWORK

EFFICIENCY

PRODUCTIVITY

Ideas are your product team’s most valuable asset. Unleashing those ideas into real products that set your company apart is where PTC Creo comes in. As the world’s most scalable and easy-to-use suite of design software, PTC Creo maximizes every aspect of the design process. From creativity to productivity, teamwork to efficiency. All of which helps deliver the powerful product and service advantage you can expect from PTC.

WHEN YOU RUN THE NUMBERS, DUBAI MEANS BUSINESS.

[email protected]

SEE THE FILM AT VISION.AE/VIDEOS/NUMBERS

EXPO2020DUBAI.AE

GALLERIES – PART OF DUBAI’S VIBRANT ART SCENE

PEOPLE VISITED ART DUBAI IN 2012

PER CENT OF MIDDLE EASTERN ART IS TRADED HERE. WELCOME TO THE REGION’S ARTISTIC HUB

5422,00070

FalconDubaiAC_Industry2.0_290x220_AW.indd 1 09/01/2013 23:17

willunion Budget 2013-14 - Fujitsu...New Growth Hubs of World” in The Partnership Summit 2013 in...

Documents

Transcript of willunion Budget 2013-14 - Fujitsu...New Growth Hubs of World” in The Partnership Summit 2013 in...