Smart Manufacturing Today

Becoming a low-emissions economy

-Barbara Nebel, thinkstep-nz The Government’s new Emission Reduction Plan (ERP) will move all industries, including manufacturing, to a low-emissions economy over the next three decades. In this article we look at what the ERP means for manufacturers: for the inputs you use (including transport, energy and buildings), the products you make and the waste you create. What is the ERP? Reducing greenhouse gas emissions is one of New Zealand’s biggest challenges. The ERP contains the strategies and policies that will make our Zero Carbon Act 2019 happen. It sets out how we will meet the first of three emissions budgets, for the period 2022 to 2025. To reach our end goal (net-zero emissions by 2050), we need to cap emissions at 72.4 megatonnes of carbon dioxide equivalent greenhouse gases each year over the next three years. Why does this matter, now more than ever? The World Meteorological Organisation believes that there is a 50:50 chance that global temperatures will temporarily reach 1.5°C above pre-industrial levels in at least one of the next five years. This is one of the thresholds we need to avoid under the Paris Agreement. Reducing emissions across your business’ value chain The government has these sources of manufacturing emissions firmly in its sights: transport, energy, buildings, waste. It is also expanding the New Zealand Emissions Trading Scheme (NZ ETS). Emissions from transport Road transport accounts for about 20% of New Zealand’s emissions. It is our fastest-growing source. The ERP sets a goal of significantly reducing transport-related carbon emissions by 2035. Manufacturers should expect a push to decarbonise heavy transport and freight. The government wants to reduce emissions from freight transport by 35% and the emissions intensity of transport fuels (the volume of emissions created per unit of GDP) by 10% by 2035. You will continue be […]

Comment: Improving is easy, isn’t it?

-Ian Walsh, Managing Director, Intent Group. I was recently asked, ‘why are there so few world class companies?’ This is a very good question: there aren’t that many globally and there are even fewer in New Zealand. Before we can answer that question however, there are other questions we might consider first, such as ‘what is world class and how do you define it?’ This question doesn’t get to the nub of the issue though; it’s more a question of measurement. The more relevant question is ‘what makes it so difficult to drive improvement and become a world class company?’ It’s not like there aren’t a few companies trying to get better. So, what separates the ones who are making progress from the ones who are not? There’s been extensive research over decades on this. As I’ve mentioned in previous articles ‘What gets measured gets managed’ and ‘It’s all in the data’, better performing companies have well-defined measurement of performance throughout the business with a balance of leading and lagging indicators, and they are able to analyse this data to provide the right information in the right format in a timely manner. However, while these performance measuring systems are necessary for world class performance, these alone are not sufficient to make a company world class. This is akin to trying to climb Everest after having had some climbing lessons and bought the right gear. To make the ascent you will need more. Research shows better performing companies have improvement structures, multi-tiered meetings which connect and align the organisation to supercharge improvement. ‘We have those!’ I hear you say, as many clients in the past have noted. Many companies have beginning of day, end of day, daily management meetings and such like. However, some of these meetings are nothing better than […]

Q&A: David Moore, Managing Director of Grayson Engineering

HERA member Grayson Engineering is a recognised market leader with over 50 years in the steel fabrication industry. From large-scale stadiums to sculptures, bridges, towers, industrial sheds and everything in between, the organisation has completed a wide range of projects while continually investing in CNC equipment and technology. HERA spoke to Managing Director, David Moore (left), about the future of steel, the impact of Industry 4.0 and some of the challenges and opportunities the company is facing. How are you finding current business conditions? We are busy. We’ve got a lot of work locked in for this year and next year, but, like everyone in the industry, the price of steel is increasing and ongoing global supply chain issues are proving challenging. While there is a lot of construction activity, one of our biggest challenges now is ensuring we get what we need as every service provider, from steel merchants to paint suppliers, is having their own supply impasses. We’re optimistic that it won’t get worse, but realistically these pressures are here for a while yet. If you asked me before the war in the Ukraine, things were starting to stabilise, but now we are seeing prices on the move again. How much has your company been impacted by the pandemic? If we have an outbreak in our office-based team, they can work from home if they’re well enough. Our team can’t do what they do in the workshop at home – and just about everybody in our workshop caught COVID-19. It hit our business hard, particularly as the level of assistance from the Government was really limited to the wage subsidy. As other businesses know, there are fixed overheads that must be paid even when no revenue comes in during lockdowns. It will probably take two or three years […]

Is there a four-day working week somewhere out there?

Or, we’ll have cream with that on a Monday. The drums keep beating for a four-day working week here and around the world. Momentum is gathering speed. If it is true that humans are effective (can concentrate) for only three hours a day, then the concept does not seem like a big deal. And if workers continue to work from home, then no one is going to miss them in the office anyway! Let’s face it, three-day weekends may well have been in place for quite a while now. If production and efficiency can be enhanced, quality time improved with family and a freshening up of the approach towards work possible, then we may as well bring it on. It may well be that a four-day working week is Friday to Sunday and Saturday to Monday so that working environments are not totally vacant, especially for maintaining production runs and business communication with overseas markets. After all, we don’t want to be the country others cannot contact on a Monday when they want to reorder their baby powder order, or on a Friday when widgets need to be urgently delivered. There is also the master-slave matter about all this. Business owners who choose not to go into the office every day, and are not in favour of the four – day a week concept, even though they already live it, are concerned about the five day a week routine changing, because production rates may be affected. But if humans are only effective three hours a day…what is the big deal? If we are already not productive enough as a nation, where is all this going?

Kemppi Australia launches Art of Welding Competition 2022

Kemppi Australia recently announced its Art of Welding Competition for 2022. The competition showcases “welding art” which can take the form of a welded sculpture, pattern design, a motif or an object. The welding process involved to create the art piece can be manual or use more advanced techniques such as robotics, lasers or friction welding. Now in its third year, the company has been overwhelmed by the enthusiasm and creativity from both professional artists and amateurs for the competition. “Whether the entrants are welders, apprentices, teachers, hobbyists or professional metal artists, the flair and quality that we have seen over the last two years has been impressive and we are delighted to be able to once again run the competition,” said Paul McVicar, Managing Director, Kemppi Australia. This year, the competition will again feature a dedicated amateur category. Entrants can win from a pool of four great prizes that include Kemppi welding equipment, helmets and clothing. The competition will run until Friday 30th September and is open to anyone in Australia and New Zealand over the age of 18. For more information on how to enter visit the Kemppi Australia Facebook, Instagram or LinkedIn pages or message Kemppi Australia’s social media pages directly. Alternatively, email skettos@skettos.com.au for a copy of the competition flyer.

Luminescence sensors get a performance upgrade

New generation, new features: Treotham’s photoelectronic luminescence sensors by Wenglor combine innovative features and proven performance values for reliable detection of luminophors. In addition to an IO-Link interface, the two new models P1PA001 and P1PA002 also have a teach-in button for intuitive configuration. New features at a glance. The world speaks IO-Link – and the new Wenglor luminescence sensors from Treotham are no exception. The standardised communication interface makes it easy to configure parameters, output intensity values, operate condition monitoring or set on and off delays. Simply via IO-Link. But the sensor housing has also been given a functional facelift: A central teach-in button and two LEDs on the top of the sensor ensure a simple operating concept. If the button is held down for two or five seconds, objects can be taught in statically or dynamically. To teach in the sensor remotely, you can use the intuitive wTeach2 configuration software. “This makes the entire installation, configuration and maintenance easier”, says Wenglor product manager Stefan Reetz. “There are fewer elements on the sensor than before, and they can do more. Everything else can be conveniently adjusted via IO-Link 1.1.” The technology is housed in Wenglor’s tried-and-tested 1P housing (50 × 50 × 20 mm). An extended working range of between 30 and 90 mm and a small light spot diameter, combined with a high switching frequency of 2,500 Hz ensure an enormous performance range. Receiving ranges between 420 and 750 nm (P1PA001) and 570 and 750 nm (P1PA002) round off the new generation. Making the invisible visible Luminescence sensors emit UV light at a certain wavelength. If the emitted light strikes a luminescent object, it reflects within a visible wavelength range in accordance with the luminescent substance mounted. The sensors use this effect to make markings on labels visible, for example. Your advantage: These markings remain invisible to the human eye. Particularly when packaging […]

Multi-Million dollar decarbonisation initiative set to boost wool exports

A new multi-million dollar decarbonisation initiative at one of the country’s largest wool product manufacturers is set to reduce emissions by up to 30% and help boost wool product exports. According to EECA (the Energy Efficiency and Conservation Authority), industrial heat processes accounts for around a third of New Zealand’s overall energy use. An estimated 60% of production heating is fossil-fuelled.[1] The sustainability initiative is part of a multi-year programme to reduce production related carbon emissions and improve operating efficiency at wool carpet manufacturer Bremworth. The first stage of the decarbonisation pathway is a $2.1 million project for the Napier wool yarn spinning plant to transition from natural gas process heat to electric heat pump technology. The initiative is designed to improve the energy efficiency of manufacturing processes, by detailed process heating measurement, minimising waste heat and optimising the heating system configurations and technology to meet future production volumes. Production efficiencies from the use of the technology in the yarn making process are expected to help boost exports for markets where demand for New Zealand made wool carpet attracts a premium price point. The project will also reduce emissions at the facility saving up to 1,500 tonnes of CO2 per annum. Scientific estimates suggest a radiata pine tree absorbs one to two tonnes of CO2 in one year – meaning 800-1500 trees would be needed to match the annual emission savings from the installation of the new technology.[2] Greg Smith, Bremworth CEO, says the increased efficiency of the new technology will help lower operating overheads, as well as boosting production and exports. He says the design of the technology will require a specialised team of engineers and contractors to build and then install high temperature heat pump technology of up to 800kW capacity at their Hawke’s Bay facility over a […]

Company Profile – Oasis Engineering, Tauranga

Industry 4.0 – Just do it! Oasis Engineering began as the maintenance division of the Gisborne Oasis soft drink brand, before moving to Tauranga and becoming known for its close-tolerance machined parts in difficult to work materials, including stainless steel and titanium. They now make parts for every major compressed natural gas (CNG) company in over 40 countries. Oasis and its team of 30 manufacture precision stainless steel machined and assembled components, primarily for the natural gas industry. We recently caught up with Kevin Flint, General Manager of Oasis, to hear how their Industry 4.0 journey has been progressing. Can you tell us a bit about your background and your role at Oasis? I am the General Manager of Oasis Engineering Ltd. From Blackpool in the UK, I have been in the manufacturing industry for over 30 years. I emigrated to New Zealand in 2006 and I’ve been employed at Oasis Engineering since 2007. I have a degree in Mechanical Engineering, a Masters in Product Development, and am a Fellow of the Institute of Mechanical Engineers (UK). My first professional role was to design Automated Production Machines and write the PLC programs. Industry 4.0 has been in my blood since I began my professional career. Can you tell us what Oasis Engineering do? We are a manufacturing company based in Tauranga with 30 employees. We design and manufacture products for the CNG (Compressed Natural Gas) Industry, Hydrogen Refuelling Industry, Food and Dairy Industry. Currently, 80 per cent of our products are exported to over 20 countries, but mainly the USA and Canada. When did Oasis begin their Industry 4.0 journey? I first became aware of Industry 4.0 after Oasis Engineering was bought by German company, Elaflex Hiby GmbH in April 2017. They have a factory similar to ours in Plettenburg […]

Serious about sustainability? Delve into your supply chain!

-Barbara Nebel, CEO thinkstep-anz Supply chains are ‘having a moment’ – and not an easy one. As a manufacturer, you’re likely to be facing supply chain challenges due to Covid-19 and global unrest. The current situation highlights the critical role supply chains play in manufacturing. Read on to learn how Kawerau-based manufacturer Essity Australasia (formerly Asaleo Care) is future-proofing its supply chain, with benefits to its business, the natural environment and local communities. Zooming out: the global picture and SDG12 But first, let’s start with the global picture. The United Nations’ Sustainable Development Goals (SDGs) recognise that supply chains play a critical role in creating a more sustainable world. In fact, supply chains have their own SDG. It’s SDG 12: Responsible Consumption and Production, and it’s linked to many other goals in the SDG framework. Why the link? Because, by purchasing responsibly, manufacturers can have positive impacts far beyond their own businesses. For example, by ‘buying local’, they can help build sustainable cities and communities (SDG11). By using renewable energy, they can contribute to affordable and clean energy (SDG7) and promote climate action (SDG13). Essity Australasia: SDG12 in action Essity Australasia is a good example of SDG12 in action. The manufacturer produces personal care and hygiene products and is the only New Zealand manufacturer of toilet and hand towel tissue products. The company is serious about understanding and managing its environmental and social impacts, including through its supply chain. Understanding the sustainability of its supply chain Essity Australasia uses Life Cycle Assessment (LCA) to review the environmental impacts of its products across their life cycles. LCAs measure the impacts, including carbon emissions, involved when the manufacturer makes its personal care and hygiene products (using resources like trees, water and energy and services like transport). They also calculate the impacts involved […]

Zero carbon steel on market

“What Gets Measured Gets Managed” – Peter Drucker By Dr Troy Coyle, CEO, HERA In Aotearoa New Zealand, there are a lot of conversations being had around carbon in the built environment, with our Ministry for Business, Innovation and Enterprise having developed two emissions mitigation frameworks under the Building for Climate Change Programme. These include proposed requirements in the Building Act and Code relating to carbon reductions. From this month, certified zero carbon steel will be available in the New Zealand market through a robust offsetting program. The program, Hōtaka Whakakore Puhanga Waro, has been independently developed and is based on verifiable data. HERA is the facilitator of the program and has partnered with social enterprise Ekos, a leader in environmental financing, to administer the offsetting process. The program will give the option for specification and use of zero carbon steel through offsetting determined on the basis of a robust underlying carbon calculator. New Zealand has committed to a net zero carbon target by 2050. Steel and iron production is the single largest industrial source of CO2 emissions in New Zealand, representing 55% of industrial emissions and around 5% of total gross emissions[1]. As we are all aware, carbon is primarily used in the steel-making process as a reductant, rather than an energy source – counter to how steel is often portrayed in the media. Although there is research into alternative reductants (e.g. hydrogen), currently no commercially viable alternative exists for coal, so until an alternative is developed, offsetting plays an important role in steel’s decarbonisation journey. The zero carbon steel program has been developed to provide independent and robust carbon offsetting rules and a preference for the offsets to be focused on the planting of native trees to provide additional biodiversity and human capital benefits to New Zealand society. […]

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