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HamiltonJet reimagines the waterjet with the LTX36

HamiltonJet has unveiled a new range of high efficiency waterjets, starting with the LTX36 model. Optimised for medium and low speed operation, they’ve produced the first waterjet to rival the energy efficiency and bollard pull of the best propeller-based systems between zero and 30 knots. Waterjets have always been the most efficient choice for going fast. The absence of hull-appendages and their highly optimised pump geometry have allowed HamiltonJet customers to save fuel for over a generation, but as HamiltonJet CEO Ben Reed explains not everyone wants to go fast. “Our customers’ needs are changing, and so is our environment. We understand that operators not only want to reduce their impact on the environment and lower their energy costs, but also maximise efficiency,” says Ben. Some operators achieve this by operating at lower speeds, while others rely on the electrification of the driveline rather than continuing to rely on fossil fuels. Meeting their customer’s needs and expectations is very important HamiltonJet. “LTX36 is a game changer. It delivers incredible energy efficiency at low speeds. Customers can enjoy all the benefits they’ve come to expect from HamiltonJet waterjets – shallow draft, manoeuvrability, and safety of people and marine life in the water – allowing you to do more without compromises,” Ben says. To produce the most efficient propulsion system on the market for low to medium speed applications, HamiltonJet looked to Mother nature for inspiration. “The Moon jellyfish expends far less energy than any other swimming animal, evolving over a millennium to become a marvel of jet-propelled efficiency! Thankfully, we didn’t take a millennium to design the LTX36. The LTX36 uses a large nozzle, lower input energy, lower jet velocity, and lightweight structure to achieve its goals. So, whether you’re looking to optimise your entire enterprise or simply gain incremental benefits […]

Serious about reducing your carbon footprint? Read on!

Chances are you’re already talking about carbon – and climate change too. If not, you need to start! But when you’re a busy manufacturer, getting to grips with carbon can be daunting, we know. So in this first of two articles, Head of Carbon at thinkstep-anz Nicky Andrews explains how to get started and keep making progress. Nicky Andrews, thinkstep-anz Head of Carbon. Understanding carbon emissions What are carbon emissions? ‘Carbon emissions’ is shorthand for ‘greenhouse gas emissions’ (GHGs) – the gases that are trapping heat in Earth’s atmosphere and warming our planet. There are many types of GHGs. Common ones include carbon dioxide (CO2), methane (CH4) and nitrous oxide (N2O). Why do manufacturers need to reduce carbon emissions? You’ll be helping to keep global warming to below 1.5°C and meeting the goals of the Paris Agreement. There are many good business reasons, too, for manufacturers to tackle carbon. How does my business benefit from reducing emissions? First up, you’ll reduce your risks. For example, if the government introduces a carbon tax, you’ll be prepared. You’ll strengthen your brand. Customers may already be asking what you’re doing to reduce your emissions. That’s because they (and their customers) are increasingly seeking lower-carbon products. You’ll strengthen relationships. For example, you’ll keep your investors happy if you manage your emissions (and their money) carefully. Your team will value your efforts too. Many people want to work for a business that takes climate action seriously. Finally, because winkling out carbon involves delving into everything you do, you’ll spot opportunities to reduce your costs. What are the three Scopes (types) of emissions? The international Greenhouse Gas Protocol is one of the standards that govern how organisations measure and reduce their carbon emissions. The Protocol splits carbon into three groups (Scopes). Diagram of the Scopes: thinkstep-anz, […]

NZ lagging with health and safety

By Adam Sharman, Senior Partner, dsifer A recent report by the Business Leaders’ Health and Safety Forum shows that New Zealand continues to lag behind the rest of the world when it comes to health and safety in the workplace. Of course, the $ value impact is just one impact resulting from workplace fatalities, injuries and poor health. In our work with organisations and industry bodies, we see that the top performing organisations consider workplace health and safety across an ecosystem of considered, human centric job design, environment design and culture & leadership dimensions. This is not something that can be fixed through a policy document of lines in an annual report. As a starting point, our analysis with organisations we work with identifies 1. Insufficient training, 2. Fatigue or burnout induced by poor work design and high levels of overtime, and 3. Cultural complacency as being the most significant contributors to poor health & safety performance. Of course, it is not as simple as just saying, let’s just fix these priority factors; for sustainable change, a data-driven approach to identifying and addressing their underlying drivers as an ecosystem should be applied. For example, organisations, especially manufacturers, are struggling to attract the number and calibre of talent they need to run their operations, leading to high levels of overtime as the current workforce picks up the slack. A data-driven approach to the analysis. For the highest impact, organisations should apply data analytics to three key dimensions of health & safety: Complete, accurate and timely data capture. The accurate and timely capture of H&S data forms the baseline of understanding the true picture of an organisation’s H&S performance. Whilst this may seem obvious, it is surprising how many organisations do not accurately capture data on their H&S incidents, beyond those that result […]

Enable smarter production lines with the right connectivity

Thanks to technological advancements that realise the potential of Industry 4.0, factory operators are investing more resources into the development of smart factories for enhanced operational efficiency. A recent study showed that the smart factory market is expected to grow 9.33% from 2021 to 2026. But before businesses can reap the benefits of smart factories, operators need to gain visibility of the production floor. This means they need to deploy more sensors and systems at production lines so that engineers can collect sufficient information, develop analytics, and ultimately take appropriate actions and improve efficiency. Developing a holistic view for your production lines requires different types of information. For instance, the production status of each production line informs you of how the line is performing and whether any potential or existing backlogs exist. By monitoring the real-time production process, you can improve your chances of eliminating potential downtime and enhancing productivity. In addition, tracking the operating condition of machines can help you arrange maintenance tasks without unwanted surprises. Furthermore, additional sensors can be deployed in production lines to collect temperature and humidity information to help minimise the likelihood of interruptions due to environmental factors. No matter what kind of information you are planning to collect to achieve the goals of your ideal smart factory application, enabling smooth communication between production lines and the control centre can present major challenges for engineers. Without a reliable connection and a solid network implemented between remote sites and the control centre, operators cannot receive complete and accurate data for comprehensive planning and optimising operational efficiency. Here are some suggestions you can consider when enabling connectivity for your production lines: Evaluate Your Connectivity Requirements Thoroughly When enabling connectivity for your production lines, you need to know what communication interfaces and protocols your field devices use, as well […]

The importance of operational technology cybersecurity

Rockwell Automation has partnered with cyber-physical systems protection company, Claroty, to release a white paper on safeguarding Australia and New Zealand’s industrial systems. In the face of an ever-growing climate of cybersecurity attacks, operational technology (OT) security specialists bear the weight of safeguarding Australia and New Zealand’s most critical infrastructure. Ensuring uninterrupted essential services such as energy, food and beverage, healthcare, data processing, and mining industries demands utmost vigilance. However, the recent Rockwell Automation and Claroty survey of 42 C-suite executives and heads of security exposes a concerning truth – many OT systems remain exposed and vulnerable. “A lot of the challenges organisations face today can be traced back to the fact that OT has traditionally been operated and managed as a separate entity from conventional information technology (IT) environments,” says Anthony Wong, regional director, South Pacific, for Rockwell Automation. The survey bears this out with 26% of respondents admitting that there is a low or medium level of collaboration between OT and IT, and the two units could do better. “Increasingly, cybercriminals are exploiting sometimes lax OT security as springboards to launch a wider attack across an organisation,” says Wong. For example, a recent cyber-attack on a major Australian meat packing company, forced the temporary shutdown of 47 sites across Australia and a ransom demand of $14.2 million. Key Findings: A Wake-Up Call 65% of respondents detected at least one OT-related cybersecurity incident in the last 12 months. 60% of cybersecurity leaders believe their budget is not enough to protect their operations 29% of respondents were concerned that an OT security incident could disrupt their production. 26% of respondents admitted having low or medium levels of visibility into the operations of their network. 26% of respondents worry that attacks could compromise the safety of their employees or others Just […]

AMA gets business-led ITP actions underway

Advanced Manufacturing Aotearoa (AMA)* is a new cross-sector incorporated society representing manufacturing businesses across the country. It will be industry-driven and work alongside all stakeholders to coordinate business-led initiatives that help deliver Advanced Manufacturing Industry Transformation Plan (ITP) outcomes. Business-led ITP initiatives Initiative 15: Strengthening Advanced Manufacturing networks Initiative 6: Individual development plans Initiative 8: Attraction strategy to increase workers and diversity Initiative 13: Improving understanding and perceptions of Initiative 15. Strengthening advanced manufacturing networks is one of four priorities that AMA is responsible for leading. The process for proposals for programmes to meet Initiative 15. Strengthening advanced manufacturing networks is open until 5pm, Sunday, September 24, 2023. What is Initiative 15? Initiative 15 is designed to strengthen advanced manufacturing networks to ensure healthy, inclusive advanced manufacturing networks that collaborate to deliver on ITP priorities. The AMA is developing a preferred model to strengthen networks and collaboration. It is piloting a regional approach to ITP outcomes through leveraging what is already working, while enhancing connection with unions, research institutions, and organisations representing Māori and Pasifika manufacturers. There is $2m in the first year in seed funding allocated equally for national initiatives and across 10 Regional Manufacturing Working Groups to support those regions to develop, pilot and evaluate a preferred model. The proposal will outline the approach, programme, and activities to best deliver the outcomes. Ideas are also being sought for national initiatives to deliver Initiative 15 outcomes. Please contact the AMA interim Executive Director for more details. How will proposals be considered? AMA will seek proposals for, assess, and make recommendations to the ITP Steering Group, for each of the initiatives above. This will be done in conjunction with the AMA Council, which will co-ordinate 10 Regional Manufacturing Working Groups, participating industry associations, and the AMA Board, made up of […]

PIC 1 a Bspkl - Jerome Leveneur and Christina Houlihan

KiwiNet Awards 2023 finalists announced

Finalists for the 2023 KiwiNet Research Commercialisation Awards have been announced. Winners will be presented on 28 September. The finalists include: Award Category Sprout Breakthrough Innovator Dr Jerome Leveneur -BSPKL/GNS Bspkl co-founders Dr. Jérôme Leveneur CTO and Christina Houlihan CEO of the company which is a finalist in the Pwc Breakthrough Project Award category. Jerome is Science Co-Founder and CTO of Bspkl, New Zealand’s first deep technology hydrogen start-up. This new manufacturing technology, targeting the electrolyser and fuel cell market, supports the world’s transition to a more sustainable future. He was an Ion Beam Materials Scientist at GNS Science when he developed a new manufacturing technology that could drastically reduce the amount of precious metals used in the production of catalyst-coated membranes (CCM), used in technologies for hydrogen production, while also increasing the speed of the CCM manufacturing process. This led to the invention of Bspkl – a revolutionary approach to ion beam modification with a wide range of potential industrial applications, and which no one else in the market can currently produce. Bspkl was spun-out in April 2023 with a $2.8 million seed investment round led by WNT Ventures. As the first start-up to be formed with IP from GNS Science, it represents the culmination of many years of innovation and championing of commercialisation. It is a testament to Jérôme’s tenacity, perseverance, and positivity, being a key leader in successfully navigating the path to spinout and solving many challenges along the way. Jérôme is deeply passionate about creating real-world impact, and he continues to work on collaborative new IP with other public research institutions, helping to generate other new IP that can move Aotearoa closer to a zero-carbon future. At a time when the world is increasingly interested in investing in green hydrogen, Jérôme has helped put New Zealand […]

ICWES19 elevates women in science and engineering

Engineering New Zealand Te Ao Rangahau and the New Zealand Association for Women in the Sciences will launch the three-day 19th International Conference of Women Engineers and Scientists (ICWES19) on Sunday 3 September. Engineering New Zealand General Manager Tania Williams FEngNZ says, “It’s crucial that women can see themselves represented in, and leading, engineering and the sciences. That’s why I’m really proud we’re able to co-host this event and the significance of doing so is huge – it’s the first time ICWES has been held in Aotearoa.” The core conference includes 28 speakers, five keynote sessions, and workshop sessions. Williams says there are many ways to get involved “no matter where you are in the country or what piques your interest – and many of these options are very affordable.” Individuals and groups can participate remotely, and education providers and non-for-profit organisations can access sessions for affordable ‘group watch’ events. A STEM Diversity session will be perfect for senior leaders and champions looking to advance diversity and equity in their organisations. A ‘Shaping Space’ breakfast will provide senior secondary students with the chance to hear from a panel including a rocket scientist, space lawyer, astrophysicist and Māori astronomer about the different ways STEM is advancing our understanding and exploration of space. “I’m looking forward to welcoming engineers and scientists from all over the world to ICWES19, and I urge all engineers to get involved in this terrific event,” says Williams. ICWES is the flagship triennial conference of the International Network of Women Engineers and Scientists (INWES). Find out more or register for ICWES19

Slow train coming: only a genuine shift to rail will put NZ on track to reduce emissions

-Philip Laird, Honourary Principal Fellow, University of Wollongong Both the Labour government and the opposition National Party have now released major transport polices that put the emphasis on maintaining and expanding roads. The cost and priority of various projects will clearly be an election issue. But at the heart of the debate lies an inconvenient truth about climate change: encouraging road transport while needing to reduce carbon emissions simply does not add up. We can see this tension in transport agency Waka Kotahi’s own policy statements: road safety and better travel options on the one hand, addressing sustainability on the other. But transport is responsible for 17% of New Zealand’s total greenhouse gas emissions. Furthermore, road vehicle use has been increasing, as has the popularity of larger cars and SUVs that create more emissions per kilometre. Road congestion has become worse, with the popular response being to expand road capacity. Hence the present government’s recently announced plans for a second harbour crossing in Auckland involving two road tunnels. And the main thrust of National’s Transport for the Future policy is on more urban and intercity roads. Both Labour and National favour a second Mount Victoria tunnel in Wellington. In the background sits the government’s Rail Plan, which sets out the “vision and priorities for rail over the next decade and beyond”. But given the clear need for New Zealand’s transport policies to change, the planned improvements need to be on a fast track. Light rail right next door Cars and planes are convenient, but both have low energy efficiency compared to rail. Data source: Greenhouse gas reporting: conversion factors 2019 A car’s carbon emissions per passenger kilometre can be around four times that of domestic rail (as shown by the graph above, based on UK data). The government’s transport plans for Auckland do include light rail, but National has promised to scrap the […]

A data-driven approach to reducing operating costs

-Adam Sharman, Senior Partner, Dsifer In New Zealand these cost pressures are compounded by high shipping costs and unfavourable exchange rates that impact New Zealand manufacturers’ price competitiveness and/or margins. All of which is contributing to a contracting in manufacturing performance in New Zealand and most of the world. In challenging times, most organisations look to reduce production costs and non-essential spending. However, too often we see organisations making knee-jerk approaches to cost cutting, resulting in short-term decisions that constrain their ability to improve or accelerate when the economic environment improves. Whilst it may seem paradoxical, challenging cost environments can be the foundation of future growth, if managed through an evidence-based, future-focused approach. In this article we will explore three key ways a data-driven approach to managing through challenging economic environments can help balance the need for short-term cost reduction with long-term performance. Understand the true drivers of production costs Most organisations already collect a huge amount of data at multiple stages of the manufacturing process. However, a significant proportion do not use this data to inform process efficiency, asset optimisation and waste reduction. A data analytics approach that identifies trends in process, machine and people data can identify correlations between multiple factors that explain the drivers of production efficiency, bottlenecks or opportunities to optimise. Having identified these drivers, scenario modelling can then be used to play out different combinations of variables identifying the optimal combination. For example, identifying the root cause of systemic asset failures, and modelling out an optimal maintenance schedule to mitigate future unplanned downtime. Evaluate the true impact of cost reduction decisions Building on the ability to understand the drivers of production costs, a data-driven, evidence-based approach allows for the interrogation of cost reduction strategies to understand their true impact on production and prioritise them accordingly. […]

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