Preci Tech INFORMATION

Indian Machine Tool Manufacturers' Association Volume 19 Issue 2

T he question may legitimately be asked, “When there is insufficient capacity to meet

domestic demand, what is the need to export?”

There are two assumptions in this question. One that domestic demand will continue growing
indefinitely. The other that domestic capacity will remain stagnant. The first is too optimistic
and the second two pessimistic.
Establishing an international presence through exports, cushions us from a downturn in the
local market. It also gives that extra market edge that will make capacity expansion viable.
And higher production yields economies of scale that makes an enterprise more competitive.
Exports lead to other benefits. By pitching ourselves against the world, we can benchmark our
C. P. RANGACHAR competitiveness in a manner that is not possible if we limit ourselves to the home market. By
President - IMTMA.
operating in the global market we stay abreast of contemporary technological demands,
something not possible by catering only to the internal market. This is because domestic consumer may not necessarily
take to latest technologies for their own cost and capability reasons.
'Export' is the best branding, with the unfortunate connotation that domestic quality and performance demands are
inferior.
Simply because they can opt for the best in the world, the expectation levels of international customer is usually higher
than that of domestic buyer. To meet these higher expectations and export, we will need to hone our production and
management systems which will have beneficial fallout for our domestic customers as well.
Exporting is easier said than done. The first hurdle
is that we are used to a
manufacture on-order
WE NEED TO EXPORT MORE development and
system for domestic
consumer, whereas the global buyer is used to
purchasing off-the-shelf. So, getting into exports can lead to finished inventory problems, and needs a muscular
distribution network.
Secondly, there is the question of after-sales service to the overseas customer. This will involve considerable costs in spare
parts warehousing overseas as well as sending service personnel to overseas countries, when the need arises.
Thirdly, when it comes to competing in the international market, we may have a development edge in our low-cost
engineering manpower but we also have the disadvantages of high manufacturing costs due to inadequate infrastructure
and logistics, low labour productivity, high tax rates and commercial interest rates. To cap it all overseas buyers looks at a
30 per cent net price advantage to buy from eternally 'developing' India, despite the IT shine to our country's image.
For the Indian machine tool manufacturer, the added handicap is the need to import many critical components not made
in the country and the high prices of raw materials, compared to competing countries. It is doubtful whether the paltry
income tax breaks on export earnings can compensate for all these extra costs. As a first step, the government can help
boost our exports by removing import duty on critical machine tool components not made in the country and subsidising
the cost of warehousing overseas.
Then again, if we want to export, we need to develop our own brands. This calls for a sustained and dedicated effort over
many years and quite a bit of expense. But brands have their advantage, particularly in international markets, in terms of
ready product acceptance and higher unit value realisation.
But export we must, if we have to raise our status and also avoid drastic suffering when the local market takes a downturn.
For a start, we should aim to consistently achieve export of 10 per cent of our production by 2007 and 20 per cent by
2010. This lags our avowed target of 30 per cent, but we should be justifiably proud to achieve it.

ARTICLE ON
"FUTURE OF
METAL-FORMING"
(Page-10)
CMYK

DESTINATION CHINA

Due to its highly cost-competitive manufacturing China has emerged as a major

manufacturing hub for the world. Most global majors have production units in China,
either as joint ventures or fully-owned plants. The share of manufacturing in China’s GDP
is as high as 56 per cent. Its manufacturing output is estimated at US$ 672.00 billion in 2004.
The manufacturing boom in China has, in turn, led to a huge consumption of machine
tools in that country, amounting to US$ 10.65 billion in 2004. The domestic machine tool
industry, comprising approximately 2000 companies which employ about 2,20,000 people,
meets about half of this demand.
The other half is met by imports and six countries – Japan, Taiwan, Germany, South Korea,
H. R. GUPTA USA and Italy – share more than 88 per cent of this business. Products like broaching
Vice President - IMTMA machines, machining centres, turning centres, shearing machines, punching machines
and non-traditional processing machines form the major items of the import list.
It is projected that China will import US$ 7.00 billion worth of machine tools during 2005. Imports of machine tools
have grown on an average rate of 25 per cent per year for the past five years. This may come down to
15 - 20 per cent keeping in view increased interest of global machine tool makers establishing production bases in
China.
If Indian machine tool manufacturers want to make a quick ingress into
China they may consider strategic alliances with German and Japanese
machine tool companies for serving the Chinese market from India.
Machine tool builders from Japan and Germany are reluctant to put
production units in China due to high risk of IPR thefts and very little legal The Indian machine tool
protection in the system. They do not have such fears in India.
industry needs to view
Strategic partnership with Taiwanese machine tool companies to
China not just as a
establish joint sector manufacturing units in China can be another option
for Indian machine tool manufacturers. market but also as an
Most of the production technologies have come to China through the joint outsourcing option for
venture partnering country, which have brought the equipment and components
engineering along with the project. Therefore, the capability of providing
total solutions to the customer has not developed in the Chinese machine
tool industry. This is where the Indian machine tool industry has an edge with its ability to provide integrated
engineering services to its customers.
Yet another market segment in China that can be exploited by India is low cost CNC machining centres for die and
mould making industry that supplies its products in turn to the gigantic toy industry. There are about 20,000
companies in China who make dies and moulds. The local machine tool industry is not yet cut out to cater to this
market.
The Indian machine tool industry needs to view China not just as a market but also as an outsourcing option for
components. The real cost of manufacturing or converting a raw material into a product in China is half to
two-third cost that of ours. Grey iron castings are said to be available at about US$ 0.6 - 1.0 per kg compared to about
US$ 1.2 per kg in India. There are several Chinese manufacturers of ball screws who supply to domestic machine tool
makers. Their price is around 40 per cent lower than Japanese ball screws. We could source Chinese ball screws for the
lower end of machine tools made by our small scale industry.
With more and more international machine tool companies establishing manufacturing bases in China, the
Indian industry has to seriously consider whether it should follow suit. Perhaps a beginning can be made with
IMTMA promoting a ‘China Desk’at its Head Office. This can be supplemented by Indian companies putting up their
own Tech Centres in cities like Shanghai

2
 JAPANESE MACHINE TOOL INDUSTRY

It is raining orders for Japan’s machine tool industry - the world’s largest. Total orders during calendar year 2004 for
metal-cutting machines surged 45.2 per cent to 1236 billion Yen while sales amounted to 966.5 billion Yen - 27.1 per
cent over 2003 sales. The order backlog till December 2004 was 576.5 billion Yen - a colossal increase of 159.6 per cent as
compared to a year earlier.

Most of the demand emanted from domestic industries. Of the eleven key domestic user sectors, the increase in
demand was most pronounced in the fabricated metal products, general machinery and motor vehicles industries.

On the export front, December 2004 marked the 27th month of consecutive year-on-year gain for the japanese machine
tool industry. Increased demand momentum for Japanese metal-cutting machine tools was visible in North America,
Europe and several Asian countries - in particular, those located in East Asia.

Source & Credit :

Japan Machine Tool Builders’ Association (JMTBA).

Net New Orders for Metal Cutting Machine Tools in Japan

By Industry Total Change (%)
2004 04/03

1. Primary Metals 8,613 155.0

2. Fabricated Metal Products 22,067 145.1

Machinery & Equipment Industries (3-7) 591,354 153.1

3. General Machinery 264,502 164.8

(of which dies and moulds) (64,645) (161.2)

4. Electrical Machinery 50,902 167.0

5. Motor Vehicles 225,632 141.9

(of which auto parts) (101,945) (132.4)

6. Shipbuilding & Transport Equipment 17,328 143.5

7. Precision Machinery 32,990 136.5

8. Other Machinery & Equipment 37,643 153.6

9. Government, Public Agencies & Schools 1,842 98.3

10. Others 2,971 180.7

11. Tradings Firms & Agents 8,349 127.2

Domestic Total (1-11) 672,839 152.4

12. Foreign Orders 563,353 137.6

Total Orders (1-12) 1,236,192 145.2

of which NC type 1,176,256 145.7

Sales 966,503 127.1

of which NC type 916,688 126.8

Order Backlog 576,517 159.6

of which NC type 536,135 163.5

3
CMYK

SONA KOYO's
TRYST
WITH QUALITY

Located in Gurgaon on the outskirts of Delhi is the systems per month to General Motors in United States.
factory of Sona Koyo Steering Systems Limited. In June Sona competed and won against Koyo’s own
2004, the founder of this company stepped onto a subsidiaries in China, Thailand and Brazil.
glittering stage in Tokyo to receive the 2003 Deming
Sona Koyo has already an export order book of around
Prize from the chairman of Toyota Corporation. 7.0 million US Dollar for 2005-06. To cater to its increase
The achievement of Sona Koyo is significant on three in export demand, Sona Koyo has set up an
counts. First, it took five years of hard work and a single- export-oriented unit in Chennai for steering gears. Trial
minded focus to create quality systems for this award. production has been completed and the unit is in the
Second, Sona Koyo is the first steering systems process of becoming commercially operative. The target
manufacturer in the world to win this award. Most is to achieve exports worth 22.2 million US Dollar by
important – the prize, which is awarded by the Union of 2006-07.
Japanese Scientists and Engineers, establishes the
company’s bona fides amongst international
automotive majors. Now, not only does Sona Koyo have
the confidence to step-up exports, it also has the
self-belief to go global. Of course, it has certainly been
helped and aided by the fact that there is a tie-up with
Koyo Seiki of Japan. This arrangement gives Sona the
access to the strong R&D base of its parent company.

That is a giant step for an auto component vendor, which

had started with a portfolio of just three products in
1988. Sona Koyo today has a portfolio of 57 products,
as well as the skills to re-engineer existing products to
save costs. For instance, it recently redesigned the
steering system for a small car produced by Suzuki’s
Indian venture – Maruti Alto. The rework combined
three components into one and reduced the weight of
the system by 15 per cent.
Today, Sona Koyo has successfully rolled out Total
Quality Management (TQM) and Total Productive
Maintenance (TPM) practices on the shop floor and
throughout the organisation. After this, gaining
acceptability in other parts of the globe should not be an
issue.
Piece by piece, the company is putting together a
well-crafted strategy to meet this goal.
Sona Steering is now putting together a plan to
become an integral part of Koyo’s global sourcing
strategy. In 2003-04, Sona bid for a 45 million US Dollar
outsourcing contract for supplying 20,000 steering
Meanwhile, plans are being firmed-up to move up the
value chain. The company proposes to design, develop
and provide complete steering solutions to niche
players in the four-wheel segment like off-highway
vehicles. In this segment the company is working with
customers in Korea, United Kingdom and United States.
Besides, to create a platform to grow exports, Sona Koyo
is continuously building up its infrastructure to support
export activities. This includes appointing local
representatives in different countries and building
global relationships.
Sona Koyo is part of a booming Indian auto component
industry that generated exports worth more than one
billion US Dollar last year. With many overseas auto
ancillaries setting up shop in India, Indian units like
Sona Koyo upgraded themselves to effectively meet the
challenges posed by such competition. In the process,
they have now become world-class. In fact, not a day
passes without an overseas automobile manufacturer
announcing sourcing possibilities from India.

4
TQM INITIATIVES IN SONA KOYO
The country’s premier car manufacturer, Maruti Suzuki, through its cluster approach in the early Nineties, was the
first to set in motion the quality movement among domestic auto ancillary companies in India. Maruti got eleven of
its vendors to adhere to quality systems and processes. Sona was one of them.

The idea was to set an example that others could follow. Today, the cluster approach is being practised across the
board and many of the auto ancillaries that have won the Deming Award are members of the Maruti cluster. Other
global car manufacturers have also played an important part in the maturing of India’s auto component industry.

Companies like Sona Koyo and a clutch of others have taken this as a challenge. The company’s in-house rejection
levels, supplier rejection levels and customer return levels have decreased considerably after the implementation of
TQM and TPM initiatives.

Sona Koyo’s TQM initiative began in 1998 as a part of a cluster of companies promoting group learning under the
quality guru Professor Tsuda. Professor Tsuda provided further mentoring to Sona Koyo. And in the course of time,
the company has seamlessly integrated the various elements of quality management. This includes 5S, Exactness,
Visualisation and Pokayoke on the shop floor; and widespread use of problem-solving techniques among
middle-level managers including gap analysis, why-why analysis, deep analysis and 7 Quality Control
problem-solving techniques.

Company-wideKaizen activities have also met with great success. Sona

Along with TQM, the TPM
programme is also helping
Koyo has implemented TPM techniques like Jishu Hozen, which has
resulted in the control of rejection at the source of production. All these
initiatives have been deployed in the organisation using Hoshin Kanri or
policy deployment tools, which have ensured that every line manager’s
objectives are in line with the overall corporate objectives.

the company to improve TQM tools that have been deployed at Sona Koyo include
operational efficiencies with re-engineering the production processes to eliminate waste, reduce

its emphasis on zero costs, improve output and speed of delivery and reduce inventories.

accidents, zero breakdowns Along with TQM, the TPM programme is also helping the company to
and zero rejections. improve operational efficiencies with its emphasis on zero accidents,
zero breakdowns and zero rejections.

These initiatives have fashioned a new culture in the organisation. They have also played a major role in bringing the
company’s medium-term management objectives and annual policies in line with its long-term customer-oriented
vision of becoming a “Supplier of Choice” to global customers by the year 2010.

Source & Credit :

Report on ‘INDIA NOW :
Successes & Prospects’ by
India Brand Equity Foundation.
CMYK

5
CMYK

SO, YOU WANT TO PURCHASE A CNC LATHE?

(In this second instalment of a three-part series, is a suggestion on how a CNC lathe’s
specifications and features can be selected)

Once a decision is made to go in for a CNC lathe, the selection process starts. The selection process is illustrated in the
flow chart. {Figure-1}

Machine specifications: Selecting a CNC lathe begins with deciding the machine specifications. Almost all CNC
lathes used in production come in slant bed design with obvious advantage, therefore this is an issue that is not
discussed in this article. Three factors, workpiece size, finish tolerances and raw material predominantly determine
machine specifications.
Workpiece size determines the overall size of the machine. Standard CNC lathes come in different sizes starting with a
6 inch chuck and move on to 8, 12 and 14 inches. Of these the 8 and 12 inches are most popular. The chuck size is the
body dia of the chuck. The chuck size determines the spindle nose, spindle bearing dia and the bore dia of the spindle.
Normally an A2-5 spindle nose is used for a 6 or 8 inches chuck, A2-6 for 8 or 10 inches chuck and A2-8 for 10 or 12
inches and A2-11 for 12 or 14 inches chucks. Though this is the norm one can use smaller chuck on a larger machine
with suitable back (intermediate) plate.

To use a larger chuck on a smaller machine one has to also check that the chuck with jaws extended does not interfere
with any other machine parts, such as guards, covers, slides, etc. Besides chuck size one must also check the work
envelope as stated by the machine tool manufacturer, to confirm the machine axes traverse are sufficient for machining
the desired component.
This is very important while machining odd sized castings
or forgings. Most machine manufacturers mention
maximum turning dia. and the swing of the machine. The
swing determines the maximum size of workpiece, which
will fit into the machine and not what can be machined. The
work envelope is the maximum size that can be machined
while using standard turning tools and tool holders. For
shafts, admit between centres must be checked.
While component size primarily determines machine
specifications, it may have to be modified based on
component finish tolerances and raw material specifications. If one considers machining of light alloys such as
aluminium, brass, etc. one requires a machine with high rpm. Cutting forces are low. In this situation one can select a
light duty CNC lathe. This machine will have a low powered spindle motor, but with a high rpm range.
It is observed that in machining such components the actual time when the tool is in contact with the component is
quite low as compared to idle time. Thus productivity increase is through idle time reduction. The moving masses are
deliberately kept low so that axial traverse rates can be high.
High traverse rates are achieved using linear bearing guideways. The chuck selected should also have as low a weight
as possible (sometimes aluminium chuck bodies are used); therefore one must not choose an oversized chuck. This
ensures that spindle acceleration and deceleration time is minimised. In case the machine has a turret, it should be a
very fast turret. In essence one aims at a compromise in rigidity to reduce idle time.
This machine if used for carbon steel or alloy steel machining cannot do roughing efficiently. Many users prefer
pre-turning on cheaper conventional lathes and for them a light duty CNC machine used only for finishing can be cost
effective. However in case roughing and finishing of carbon and alloy steels is to be done on the same machine, a
standard CNC lathe is necessary and not a light duty one.
One can understand this a little better if one looks at the spindle power/ torque Vs rpm (spindle speed) diagram.
Currently available AC spindle motors provide constant power after a base speed (rpm). If the roughing rpm is lower
than the base rpm, the power generated is less than the rated power of the motor, in turn torque is lower, and
insufficient to remove material.

6
When it comes to machining stainless steel, hardened and tempered steel or components with tolerances closer than
20 microns, a standard CNC lathe may not be the ideal solution. Both these applications require higher rigidity, and
very low deflection of machine elements. The machine needs to be built with closer tolerances, higher rigidity and
higher repeatability. It is also preferred to compensate for thermal growth of the spindle while designing the machine.
For very close tolerance turning, the design of the machine would have to be
closer to a grinding machine. This is the case for hard turning applications as
well. Standard CNC lathes have an encoder feedback system, whose resolution
is 0.1 microns and the encoder is mounted either on the motor or ballscrew. For
Laser calibration of the better repeatability linear feedback scales are used with a similar resolution.
axes is important to Since they are mounted on the slide itself, and therefore nearer to the cutting
point, it results in better repeatability.
ensure repeatability
The repeatability of a CNC lathe is of prime importance to the user; errors of
positioning accuracy can be electronically compensated. It is therefore
important that laser calibration of the axes is carried out as per VDI DGQ 3441
standard. Laser calibration indicates the intrinsic repeatability of slides under no load conditions. With this taken care
of, especially on a heavy-duty CNC lathe, the machine’s contribution to repeatability errors is minimised.
If one still has problems of component repeatability one must look at other variables. In many cases such machines
work at low rpms, due to which a gearbox is required to increase the torque at such low rpms. To conclude, a CNC lathe
for difficult to turn, hard materials, must be more robustly built than a standard CNC lathe of the same size or one has
to go in for the next larger sized machine. It must have a high power spindle drive preferably with a gear box, lower
maximum rpm range, medium rapid rates and idle times and, if the component tolerance demands, a scale feed back
system. Thus there is a compromise in idle time reduction for rigidity.
Thus one can find CNC lathes for the same chuck size but built as a light duty, medium duty (standard) or heavy-duty
machine and priced accordingly. Users who do not understand this difference end up paying in the long run through
poor cycle times or through rework and rejection.

Machine features: CNC turning machines come as plain two axes CNC lathes, CNC turning centres or as CNC turn
mill centres. Selecting one or the other depends on component features, production volumes, and related economics.
CNC lathes or plain two axis machines are meant for components that have only turning operations or very limited
peripheral operations. Gear blanks, housings, flanges, bushes are typical components turned on these machines. In
case there are secondary operations, they are performed on other machines, for example cross-hole, flat milling,
slitting, bolt hole drilling, etc.
In high volume or large batch production it does not make
economical sense in India to use a CNC machine for these
secondary operations. Conventional machines can be used
with simple jigs and fixtures, and this becomes most
economical. For large volume production CNC lathes can
come as twin spindle machines as well, with or without
automatic transfer between spindles.
In case of medium to small batch production, where the variety
is large and volumes low, a CNC turning centre can make
economical sense. A CNC turning centre is a multi-axis CNC
machine, because besides the X and Z axes of a CNC lathe it has
a C axis for spindle orientation. The machine is equipped with a
turret that takes rotary tools. It can machine
cross-holes, flats, holes on faces, keyways, etc. If these operations had to be done on separate conventional machines it
needs manufacture of jigs and fixtures as well as their maintenance, and the factory would need to set up a tool room.
Another major advantage of operations carried out in a single set up is improving the quality, and secondary
operations are not missed out. A major limitation of this machine is the size of drill, tap or end mill that can be held in
the tool holder. The limitation of the drive for the rotary tools is due to size constraints as it comes through the tool
turret.
Normally a CNC turning centre is justified where the turning operations are approximately 80 per cent or more of the
cycle time and the secondary operations are 20 per cent or less, and the operation does not involve substantial metal
removal. These machines are very useful in tool rooms, equipment builders, and general engineering workshops,
though most users have not discovered their benefits in India.
CMYK

7
CMYK

JUSTIFICATION OF CNC LATHES

A CNC turning centre is costlier than a CNC lathe plus a conventional machine. However, one operator takes care of a
turning centre against two when using a lathe plus conventional machine. Productivity in small batch production also
can be higher for a turning centre, due to elimination of set up time, which is generally not factored into the cost
calculation. It is also important to factor jig and fixture costs as well as their delivery time. Users must do their cost
calculations correctly to justify a CNC turning centre.
Sometimes the milling, drilling and tapping operations on a component can be as much as 80 per cent and turning
operations around 20 per cent. In this situation, one normally uses a CNC lathe for the turning operations and a vertical
machining centre to complete all other operations. This is probably the most economical solution for volume
production.
However, if batch size is around five, and if there are close geometrical tolerances, which get disturbed due to set up
changes, one can consider an option of a turn mill centre. This machine is a combination of a turning centre and a
machining centre. It has rigidity built in using a machining centre spindle, which can also hold turning tools. Thus it
can turn and mill as rigidly and productively as a CNC lathe or VMC.
Quite often the tool spindle moves in the Y axis, which is
over and above X, Z and C axes of a turning centre. It
provides complete flexibility to the production unit. The
major benefit of a turn mill centre is to crash through put
times. For example a special purpose equipment builder, A CNC turning centre is justified
would have extended delivery times if he has to develop a where the turning operations are
casting, turn on CNC lathe, develop holding fixtures for approximately 80 per cent or more
VMC in several set ups for a new part. Against this he starts of the cycle time and the secondary
with a block of the raw material, and machines the operations are 20 per cent or less,
complete part in probably a single set up. The first process and the operation does not involve
may take several weeks, whereas as with a turn mill centre
substantial metal removal
it could be days. However the flexibility comes with a hefty
price tag.
Justifying a turn mill centre is not easy unless the complete production process is based on just-in-time production of
small batch quantity. Crashing delivery times means encashing an opportunity, and fast turn around of money.
Japanese manufacturers using similar machines go from raw material to complex finished products, such as machine
tools, in as less as ten days.
Maybe it is worth illustrating this concept with an example. Let us say that the turn around time for a company is two
months, i.e, on an average every two months the money invested in the business is converted into finished goods, sold
and cash received. Thus over a year the money is turned over six times. Each time a 2 per cent net profit is generated.
Thus over the year 12 per cent profit is earned. Now using a different set of equipment and process, this turn around
time is reduced to fifteen days. If the profit margin remains the same at 2 per cent per turn around, then the annual
profit would increase to a whopping 48 per cent.
Of course, the additional products need to be sold and investments made in plant and machinery. One finds
justification for turn mill centres and similar equipment in such scenarios only. Every company has to do its own
calculations and evaluate for itself.
As a first step, a machine tool builder can evaluate long lead time work-pieces, for example machine spindles, for
installing machines for its just-in-time manufacture. However companies who wish to be globally competitive
certainly need to look at ways to turn around their money fast and adopt processes and technologies suitably.
(In the concluding and third instalment of this series, would be the suggestion for selection of workholding, tool-holding and
accessories for the CNC lathe)
Disclaimer: The above selection criteria are based on the author’s experience, and can only be treated as a guideline. It is possible that there could be
other issues, not dealt with in this article, which may change the selection process. Neither the author nor the publication is responsible for any
problems, which may arise if these criteria are used.
Author & Credit :
Mr. Gautam Doshi
Productivity & Quality Improvement Services.

8
 SELECTING A CNC LATHE

Light duty machine, low spindle motor power,

Heavy duty machine,

9
CMYK
CMYK

FUTURE OF METAL-FORMING

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Lightening up with New Materials

The best option to increase fuel economy is to take weight out of the vehicles. Weight focuses on material choice and
driving the weight issue is the tussle between the traditional practice of using steel or substituting lighter-weight
materials like aluminium. Both materials have advantages; both have shortcomings. What matters most to metal
stampers is how to process these new materials into a usable component in the most efficient manner.
Aluminium: Aluminium is finding more and more applications in the construction of auto body panels and
structural parts because of its low density and very high strength. However, specific material properties of
aluminium create special challenges for manufacturing of
aluminium parts.
For example, the lower ductile yield strength of
aluminium puts considerable limits on the formability of
the material as compared to steel. This has to be
considered during part and die engineering. The other
factors are the cost (2 to 2.5 times higher than steel) and the
joining of aluminium. Lasers are proving to be the ideal
means of processing aluminium, however, the cost of
Audi lightweight aluminium space frame using a laser must be kept in mind. The complete

recyclability of the material underscores the

environmental aspect of aluminium. The modern
vehicle of today is made up of about 25 per cent of
aluminium.

The use of aluminium extrusions with cross-sections

designed efficiently with flanges, webs and non-uniform BMW aluminium rear axle

thickness distribution are becoming popular because the

high aluminium cost can be counter-acted with effective use of extrusions. Newer grades of alloyed aluminium like
the 5000 and 6000 series are promising too and have been used in certain applications. Aluminium is being

10
considered to form body frames and has already been implemented in the space
frame of the Audi A8 and A2, and the rear axle of BMW 5 series of cars.

Like aluminium, magnesium too (especially castings) is being looked at as a light

weight alternative to steel. With both these materials, forming is the biggest hurdle
and metalformers are experimenting with how to overcome this.

High strength steels (HSS): High strength steels represent a new frontier in
automotive design and manufacturing. Their properties of high yield stress and Magnesium castings
ultimate tensile stress allow thinner gauges to be applied throughout an auto body,
rendering a stronger, lighter vehicle without significant changes in cost structure. As HSS content in a vehicle rises, the
positive impact on fuel economy, emissions and safety will give OEMs the vital breathing room needed to build cars
and trucks that still appeal to consumers. Also, the n-value characteristic of HSS stress-strain curve also means that
yield stress will increase dramatically during the forming process.
But, like any other new material introduced into a process, high strength steels have unique characteristics that
require attention in design and manufacturing. Hydroforming seems to be the most favourable forming method for
HSS and most of the new generation hydroformed components are made using high strength steels.

Tailor Welded Blanks: Another response to the weight have the same diameter in its entire length, but wall
issue is tailor welded blanks. This laser welding thicknesses can vary from place to place, depending on
technique joins metals of dissimilar thicknesses and where strength is needed. Cost is a deciding factor in the
properties to use of tailor welded blanks. Nevertheless, parts like
prepare a sheet or door panels, floor
tube ‘tailored’ to suit pans, wheel
the strength/load housings, etc. made
requirements of the from tailored blanks
part and its are in use in many
application. For vehicles.
example, in a tube,
Floor panel Door inner liner Wheel Housing
the end product can

Composites: Composites and plastics have been around for quite a while now and have already gained a prominent
place in the manufacture of several parts for vehicles because of their attractive properties of low weight, corrosion
and heat resistance.
Advanced sandwich steel structures are the latest development in composites. They consist of a thermoplastic core
sandwiched between two thin steel skins. The material can be up to 50 per cent lighter than a comparable sheet of
homogeneous steel without compromising performance. It shares the same processing possibilities of sheet steel like
deep drawing, shear cutting, laser cutting, riveting, etc. but cannot be welded.

Steel Tubes: Today an average European vehicle consumes 33 kgs of steel tube and this is only going to increase
because of the advancements made in traditional technologies and the introduction of new technologies like process
control of welding, laser welding and hydroforming. Each kilo of tube when substituted for another solution can
generate upto 25 per cent weight saving. The trend is towards replacing bars and sheets with tubes and by using
tailored tubes to reduce weight of traditional tubular components.
Even with the introduction of these new materials, steel will still continue to be the main material of future vehicles.
While plastics will be used for bumper beams, fascia, body panels, clutch pedal, lighting systems, trims, electrical,
interior and other such applications, aluminium will dominate only cast iron
components and probably body panels. Magnesium’s future lies with intake
manifolds, instrument panel support beams, seat structures, etc.
However, the chunk of the vehicle body will still be from steel, more specifically
high strength steel. However, steel still holds its ground because of its primary
advantage of cost. It also has an advantage where weight figures into space
limitations. Steel, in the same amount of space is stronger than aluminium. Steel is
far less expensive than lighter weight alternatives, especially in high-volume
production. The second reason is ease of forming/processing.
CMYK

11
CMYK

NEW TECHNOLOGIES
Hydroforming: The combination of high strength steel and hydroforming is probably one of the best ways to shave
off mass from the vehicle and at the same time increase strength. The process utilises fluid power to form tubes and
sheets into complex parts. Parts consolidation, repeated tolerances, increased strength and forming flexibility make
this the most attractive method for forming of chassis structures, engine cradles, exhaust components, safety
structures, etc.

Joining and Welding Systems: Joining processes like Water Jet Cutting, Laser Cutting & Welding, Plasma Welding,
Friction Stir Welding, ADRW (Annular
Deformation Resistance Welding), Stud Welding.
etc. have evolved into such efficient systems that it
is very essential for forming people to study the
recent developments and progress in these joining
and welding systems.

Servo Presses: Manufacturers are looking to

achieve higher productivity, better component Car A-column Exhaust manifold Engine cradls
quality, longer die life and increased flexibility.
While these capabilities are essential to
maintaining an edge in today’s competitive
environment, they come at a price. New servo
press technology now offers one solution that can
provide these benefits while minimising the need
for large capital equipment investments. Fuel tank Truck long member Car hood
Servo mechanical presses have programmable
stroke and slide velocity, the ability to dwell in the stroke, and bottom dead center (BDC) accuracy in microns — all
without energy loss. They offer high productivity, low maintenance, reduced snap-through loads, and low energy
costs.
Servo presses will not replace all flywheel mechanical presses. Each technology has its advantages and
disadvantages, depending on the stamping application. For example, progressive or transfer applications that
require forming, coining or blanking of high strength alloys with critical tolerances at production speeds of 20 to
100 spm can benefit from servo technology. However, if a progressive die application requires 200 spm or more, or
deep drawing of 12 inch or more or over 300 tons force, servo technology does not offer a justifiable return.

Super Plastic Forming:

Super plastic forming and diffusion bonding of certain steels, aluminium, and titanium-based metals is a precise art
requiring pinpoint temperature control and a very responsive gas management system. The normal forming process
employs a tool consisting of a container housing a die and a container cover. The blank is tightly gripped in the press
between the container and cover. An inert gas (usually argon) is injected between the blank and the container cover
and controls the amount and rate of blank deformation into the die. Under this pressure and control, the blank will
conform to the contours of the die.

There are several other new advancements in metal-forming like high speed stamping, servo transfer presses, etc. that
are being considered to efficiently produce complex parts in fewer stages and with less handling.

Author & Credit :

Mr. A. Rasquinha
Chairman and Managing Director
Electropneumatics & Hydraulics (India)
Private Limited.

12
From the Regions...

INTERACTION WITH TECUMSEH

As part of its endeavour to further strengthen the close bonding with user
companies in northern region, IMTMA Regional Council North (RCN) scheduled
an ‘Interactive Meeting and Plant Visit to Tecumseh Products India Limited’ on
April 23, 2005 in Ballabgarh. The meeting and visit to Tecumseh Products was
scheduled with the objective of gaining an insight about their manufacturing and
export excellence.

RCN Members as well as other IMTMA members based in northern region took part at the
interactive meeting, during which key executives from Tecumseh Products made a very
thought-provoking presentation highlighting their company profile and their
manufacturing activities. In their presentation, executives from Tecumseh spoke about their
current manufacturing processes and mentioned about their futuristic requirements. They
called upon machine tool manufacturers to provide cost-effective and highly-productive
manufacturing solutions, as the company is targeting to more than double their production
volumes over the next five to seven years.

Tecumseh is amongst the leading global manufacturers of compressor units, and has a
worldwide network of 27 plants, including 23 in the United States. Tecumseh India has two
plants in the country – Ballabgarh manufacturing refrigerator compressors, and Hyderabad
producing air-conditioner compressors. In Ballabgarh, the company manufacturers about 5,000
compressor units a day, and makes almost 2,000 variants.

Addressing IMTMA RCN Members, Mr. Vipin Sondhi, Managing Director of Tecumseh
Products India Limited, said the company was looking for automated solutions, in view of their
focus on cost-competitiveness. Mr. Sondhi pointed towards a greater partnership with the
machine tool industry for mutual benefit.

At the meeting Mr. N. K. Dhand, Chairman, Regional Council (North) of IMTMA briefed
Mr. Sondhi and other key executives of Tecumseh Products, about current status of the
machine tool industry and on multifarious initiatives of IMTMA. Mr. Dhand assured
Mr. Sondhi of the machine tool industry’s complete support and commitment in further
strengthening manufacturing requirements of Tecumseh Products.

The interactive meeting was followed by a plant visit to Tecumseh’s four state-of-the-art
workshops – press shop, machine shop, motor shop, and assembly shop. RCN
Members were highly impressed by the latest manufacturing practises adopted by
Tecumseh in their quest towards export excellence.
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CHANGE MANAGEMENT AT BFW

The story of Bharat Fritz Werner Limited (BFW) is one of transformation. Commencing operations 42 years back, in
partnership with Fritz Werner a leader in German machine tool technology, BFW flourished and filled a critical gap in
the machine tool sector of India, which at that time was dominated by the public sector companies.
When economic liberalisation came in the year 1992, BFW realised that it should be treated as an opportunity for growth
and decided to transform itself. But, it was not an easy task with a baggage of about 660 blue-collared workforce,
opposing every kind of change.
After several brainstorming sessions, the company's leadership
decided to trigger the transformation by changing the mindset of
the workforce to a positive one. This involved careful, honest,
sincere and relentless work in persuasion, education and training.
“BFW is now an agile, lean, young BFW has been transformed from an old-fashioned brick and mortar
and progressive customer-oriented company to a dynamic “brick and click” organisation. This was
accomplished by inducting a large number of professionally-
organization, while fully retaining qualified young people. There has been a drastic reduction in
its historical advantage of having a number of blue-collared workmen from 660 in 1991 to just 40 now.
blue- blooded German heritage” BFW is now an agile, lean, young and progressive customer-
oriented organization, while fully retaining its historical advantage
Mr. S. N. Mishra
of having a blue- blooded German heritage. BFW believes in being
President & CEO - BFW
a company for the young, by the young and of the young and
moving much faster than many younger companies. One
manifestation of this commitment to youth is the five-star Fitness Center and a Yoga & Meditation Center for the
employees in its factory precincts something which is rarely found in Indian engineering units.
The company's product range is continuously monitored and new
products are periodically introduced. Constant change and innovative
product design is an ongoing process. BFW's products are, at all times,
less than three years old. The product development team focuses on
providing complete manufacturing solutions to its customers by
incorporating latest technology in all new products. BFW is a 'One
Stop Shop' with the widest product basket of machines ranging from
Rs. 0.35 million to Rs. 35.00 million for machining of all kinds of
prismatic parts.
At one time, Indian machine tools faced the problem of poor aesthetics.
Improvement was not easy, because of poor quality of sheet metal,
castings, paints, etc. BFW's R&D team took this up as a challenge, formed a strategic alliance with top technologists of
German industry and brought about a change in aesthetics of its machines in a record period of ten months. Today, the
aesthetics of BFW machines are amongst the best in the country and better than that of several imported machines.
BFW was the first to introduce the fairly low-cost, state-of-the-art BMV series vertical machining centers, as early as in
IMTEX 1998. More than 1,000 of these machines have been supplied to medium and small scale industries within a short
span of six year, which have, in turn, been able to supply quality
components at economical prices.

BFW displayed it's yet another ambitious move at the last IMTEX fair
in 2004. All products in the company's portfolio were thoroughly
updated and some even replaced with brand new models with better
aesthetics and a new attractive logo. The machines introduced were
vertical machining centre's like, Agni (BMV45), Chakra (BMV60), Astra
(BMV70) and Vajra (BMV80); horizontal machining centres like,
Maxpro 400E, Maxpro 440E, Maxpro 500 and Maxpro 630 series,
Compact high speed production centres, CHPC 32H & CHPC 32V
and several SPMs.

14
Innovation is a key to BFW's product development. Throughout 2003, BFW engineers were engaged in developing a
state-of-the-art CNC milling machine at a target price below Rs. one million. During IMTEX 2004, this machine made its
debut as Akshara - the “Peoples Mill”. This is a very low-cost, full-fledged CNC milling machine very-optimally
designed to enable ease of manufacture and maintenance. Akshara, along with its counterpart, Surya has empowered
hundreds of small engineering enterprises and made them capable of supplying quality parts to MNCs, aeronautical
sector and OEM industries.
On the basis of BFW's open and transparent partnership approach, the leader in machines for aeronautical industry,
Starrag Heckert of Switzerland, approached BFW for a joint R&D project. In a record time of six months, BFW came out
with a five axes vertical machining centre with an inclined and tilting head for machining turbine blades. Several of
these machines have already been supplied to Switzerland, USA, etc. and many more are in the process of being
exported.
BFW is one of the largest suppliers of machines to the leaders of the Indian engineering industry like Bharat Forge,
Honda Motorcycle & Scooter India, Kirloskar Toyoda Textile Machinery, Maruti Udyog, Toyota Kirloskar Auto Parts,
TVS Motors, etc. BFW has also been exporting its machines in large numbers to France, Germany, Italy, Singapore,
Switzerland and the Middle East.
Concern for environment has been a priority at BFW. It was the first machine tool company in India to be awarded the
QS 14000 Certification. Besides having an extensive green belt
around its Bangalore factory, the company has achieved almost
cent per cent recycling of water consumed and has also
implemented full-scale rain water harvesting on its campus.

A unique feature of BFW, not so well known, is that it has never

suffered a loss in over four decades of operations. This is clearly a
rare achievement in the Indian machine tool industry. BFW's
revenues grew by over 25 per cent annually, in the last five years.
The company has now set for itself an ambitious growth plan and
aims to touch Rs. 5,000 million in turnover and be a truly global
player by the year 2008.

Happening...

TOOLTECH 2005 : INTERNATIONAL EXHIBITION OF

CUTTING TOOLS AND TOOLING SYSTEMS

Tooltech 2005, the seventh in the series of international exhibition of cutting tools, tooling systems, machine tool
accessories, metrology & CAD/CAM – heralded unprecedented outcome in terms of visitors and business
generation. The B2B exhibition was scheduled by the Association from February 03 to 07, 2005 at Plant 6 of Godrej
Industrial Garden Township, Vikhroli in Mumbai.

15
CMYK

196 exhibitors, including 98 overseas companies from 14 countries showcased their technologies in this product
segment, over a net space of 3,000 square metres. Overseas countries represented at this exhibition included China,
Brazil, France, Germany, Israel, Italy, Japan, Singapore, South Korea, Spain, Switzerland, Taiwan, UK and USA. The
highlight of the overseas participation was a large group-participation from Germany, led by the Indo German
Chambers of Commerce.

The five-day exhibition was inaugurated by Mr. T. C. Venkat Subramanian, Chairman and Managing Director, Export
- Import Bank of India. In his inaugural address, Mr. Venkat Subramanian exhorted the machine tool industry to move
up the value chain. This would enable the industry to be better prepared to take on newer challenges in the home and
external markets. He suggested the need to proactively develop new markets overseas and increase penetration in
existing markets.

Mr. Venkat Subramanian called upon the machine tool and cutting tool industry to continuously reorient itself
towards imbibing latest technological advancements to meet stringent international quality standards. Towards this,
he emphasised the need to focus on R&D and related activities, and reinforce the close linkages between industry and
research institutions.

Mr. Venkat Subramanian advised the machine tool industry to diversify its export basket in line with contemporary
buying and consumption patterns. He further underscored the need for a closer and sustained interaction between the
industry and its users to better understand the changing requirements.

16
 Speaking at the inauguration ceremony, Mr. Jamshyd N. Godrej, Chairman - Exhibitions and Past President of
IMTMA, said the manufacturing industry in the country is in a galloping mode. And it is expected to catapult India
into the big leap of economies of the world.
Mr. C. P. Rangachar, President of IMTMA, spoke about the blazing performance of the machine tool industry in 2004.
Future for the industry, Mr. Rangachar pointed out, is to reinforce the ‘Made in India’brand by showcasing the world-
class competitiveness of Indian machine tool and cutting tool companies.
Tooltech 2005 was memorable for its exceptional turnout of 22,000 business visitors comprising chief executive
officers, marketing executives and technocrats from the automotive, consumer durable, electrical equipment
industries, as well as from the defence, aerospace, and railways sectors.
Many leading automobile organisations as well as various units from Ordnance Factories sent technical teams to
witness technological trends in the product segment on display. The five-day exhibition was also visited by high-level
delegations from Automotive Component Manufacturers Association of India (ACMA), Bharat Heavy Electricals
Limited (BHEL), Indian Ordnance Factories, Railway units and The Institute of Indian Foundrymen.
Confirmed orders to the tune of Rs. 150 million and serious business enquiries worth Rs. 1,200 million was generated
over the five days of the exhibition. About 87 per cent exhibitors felt that the Tooltech 2005 would generate more
business for the industry in the year ahead.

Interactive Meeting with Chairman and Members of Ordnance Factory Board

As part of its objectives of further strengthening the partnership with users and to support them to be competitive,
the Executive Committee members of IMTMA scheduled an interactive meeting with Chairman and Members of
the Ordnance Factory Board (OFB) on April 29, 2005 in Kolkata.
The IMTMA group, led by President Mr. C. P. Rangachar, made a detailed presentation and briefed OFB
Chairman and Members about multifarious efforts made by machine tool manufacturers towards meeting
requirements of the Defence sector, in terms of technology and services.
Welcoming IMTMA members, Mr. P. K. Misra, Chairman of OFB, complimented the Indian machine tool industry
for its capability to supply state-of-the-art machines. He said Indian Ordnance Factories are looking for machines
with higher flexibility, smaller footprints, better looks and which incorporate hi-tech features.
According to Mr. Misra, OF units are in need of more automation in material handling, automatic gauging
systems, equipment with multi-spindle and single-moulded, high speed machines, and tooling in certain areas.
Large investments in these types of machines are in the offing, Mr. Misra said, adding that OF units are looking at
turnkey projects.
Mr. Misra mooted a strategic relationship with the machine tool industry, for mutual benefit. “We are a growing
organisation, and along with us, we would like the industry to also grow”, he reiterated.
While thanking OFB for this interactive meeting, Mr. Rangachar emphasised the industry’s deep-rooted
commitment to strongly supporting all initiatives of the Indian Ordnance Factories, to fulfil the larger objectives of
CMYK

the nation’s security requirements.

17
CMYK

FIRST MACHINE TOOL INDUSTRY SUMMIT

The VISION process of IMTMA had been exercised at the highest and middle
management levels of the machine tool industry. Aneed was felt to trickle it down to
the next levels and further involve the several key links of the industry
sub-suppliers, vendors, accessory manufacturers, R&D institutions,
academia and the like. This would lead to truly achieving the VISION
objectives.

In order to fulfil this requirement, IMTMA added yet another

major initiative in its basket of activities 'Machine Tool
Industry Summit'. A gathering of the entire machine tool
clan was envisaged to learn from one another, share
experiences and successful initiations and jointly
understand the nuances of the emerging trends,
while exploring new avenues for business
development through partnership.

This Summit, held in Goa from May 06 to 08,

2005, had a spectacular response. Over 400
small, medium, and large machine tool
manufacturers, component suppliers, dealers,
distributors and others from all across India
converged by the Arabian sea-side to
deliberate on the many issues pertaining to
growth and competitiveness of the machine
tool industry. The maiden event was truly a
unique opportunity for the entire machine tool
manufacturing fraternity to network with one
another.

The three-day mega event was inaugurated by

Dr. Surinder Kapur, Chairman and Managing Director,
Sona Koyo Steering Systems Limited. In his inaugural
address, Dr. Kapur called upon the industry to emphasise
on the bigger concept of manufacturing (“big M”). According
to him, the industry needs to look at sales, after-sales, customer
relation, management and marketing as very important areas of the
manufacturing process, rather than simply concentrate on designing,
manufacturing and selling of products. “Big M” also looks at global
procurement and supply chain as an important aspect of manufacturing and
strategies needed to develop R&D along with design and production.

18
Speaking at length about the journey towards manufacturing excellence of Sona Koyo, Dr. Kapur
emphasised the vision of his company to make Sona Koyo supplier of choice to global customers.
He pointed to the operational excellence initiatives, which transformed Sona Koyo into
becoming a continuous improvement organisation.

Dr. Kapur exhorted the machine tool industry to transform itself in order to
become global and competitive. “You need to transform the culture of your
organisation; you need to be working with data and facts; you need to
be doing gap analysis; you need to be involving everybody in your
individual organisations. Only then you can really transform;
only then the productivity, defect rates, lead time, etc. will
improve. Otherwise, you will have improvement once in a
while. Unless you intervene in your own organisations
effectively, you are not going to make changes with it.”

The Summit agenda consisted of a keynote session

and 18 concurrent sessions focusing on design,
manufacturing, supply chain, marketing, people
management, cost management and a special
segment for the CEOs of small industries. The
sessions involved extensive presentations and
case studies on the entire gamut of
manufacturing technologies including cellular
manufacturing, process capability, design and
value engineering, as well as effective supply
chain management.

A key aspect of the Summit was a highly

interactive cross-fire debate covering contentious
aspects concerning the machine tool industry
second hand vs. new machines; investing in newer
technologies; partnering vs. confronting; etc.

A special highlight of the three-day event was its

evening extravaganzas to spruce up the mood of
participating delegates. A boat cruise was organised in the
evening of May 06, 2005, while a Samba carnival was held in
the evening May 07, 2005. And on the last day was a
sight-seeing programme for all the delegates to take in the sights
of Goa.

Delegates took back with them a great deal of practical information

from the interactive sessions and pleasant memories of three days of
togetherness and networking.

19
CMYK

st
1 Machine Tool Industry Summit
6 - 8 May 2005
Goa Marriott Resort, Panjim, Goa
Coming together is a Beginning
Keeping together is Progress “ Unleashing the power of Indian Machine Tool Industry “
Working together is success

Patron Sponsors

Fanuc India Private Limited Siemens Limited

Sponsors

Kennametal Widia India Limited Microsoft Corporation

Bosch Rexroth (India) Limited
India Limited

Supported by

International Centre for Advancement of

Manufacturing Technology

Co-Sponsors Associated Sponsors

Apex Precision Group Carborundum
Universal Limited
FESTO Controls
Private Limited
Ace Manufacturing
Ace Designers Limited Batliboi Limited
Systems Limited

Hiwin Technologies Messung Systems Miven Mayfran

Limited Conveyors Limited
Bharat Fritz Werner Micromatic Grinding
Limited Technologies Limited
NSK Limited R + W Couplings Parametric Technology
Corporation
Electronica
Motor Industries Makino Machine Tool (India) Machine Tools Limited
SKF India Limited Company Limited Private Limited
Renishaw Metrology Systems Private Limited

Taegutec India Private Limited Tsubaki Nakashima Company Limited Guindy Machine Tools Limited Yuken India Limited

Edited & Published by V. Anbu, Secretary and Executive Director, Indian Machine Tool Manufacturers' Association (IMTMA),
for and on behalf of IMTMA. Printed at New Prints.
IMTMA, Plot No. 249 F, Phase IV, Udyog Vihar, Sector - 18, Gurgaon - 122 015.