Smart Manufacturing Today

Three companies on the road to a low-carbon economy

-Barbara Nebel, thinkstep-nz This month we introduce you to three New Zealand companies that use different tools to edge closer to a low-carbon economy. Manufacturers Red Stag and Hynds Group and logistics provider FoodCap are making progress against the Government’s new Emission Reduction Plan (ERP). But first, a recap on the ERP. The government released the ERP in May 2022. The plan contains the strategies and policies needed to move all industries, including manufacturing, to a low-emissions economy over the next three decades. It will ensure we reach our national goal: net-zero carbon emissions by 2050. In June issue of NZ Manufacturer, on Page 20, we explained what the plan contains https://issuu.com/mediahawkesbaylimited/docs/nz_manufacturer_june_2022 The ERP affects manufacturers across Aotearoa New Zealand In this article we look at how Red Stag, Hynds Group and FoodCap are managing their products, tackling their carbon footprints and transforming their business models to reduce their environmental impacts. We also see how they are benefitting from these activities commercially. Red Stag: reducing the environmental impacts of its operations and products The ERP encourages businesses to understand and reduce the environmental impacts of their products and services. Rotorua-based timber company Red Stag is already doing this. The company uses on-site biomass boilers to turn wood waste into steam for its drying processes and is a net exporter of renewable electricity to the national grid. Red Stag uses sustainability tools like Life Cycle Assessment and Environmental Product Declarations to create and promote more sustainable products. Before we see how Red Stag is doing this, let’s look at what these tools involve. Life Cycle Assessment (LCA) LCA measures the environmental footprint of a product over its life cycle – from sourcing (and potentially growing) its raw materials, to making the product, to using and disposing of the product at the […]

Q&A Holger Heinzel, HERA

Digitisation and new technologies are having a profound impact on every facet of the manufacturing industry. As has been discussed in this forum, Industry 4.0 is upon us – enabling and also pushing businesses to collect and analyse data to streamline and improve the efficency of their systems and processes. The new tech gives so much – freed-up time and productivity boosts, less waste, far better and faster insights for a business to improve. We appreciate, though, that innovation requires investment and this is a time when many organisations are maintaining a hawk-like eye on capex and opex. The good news is that it’s worth it: HERA’s 2021 report in collaboration with BERL modelled the potential economic impact of Industry 4.0 on the New Zealand construction industry and found that gains over the next five years could be as much as $8 billion, and a heartening $4 billion at the moderate optimistic forecasting. And that is only for that part of the NZ economy. The potential for individual businesses and the wider industry is clear if we can take advantage of it. To that end, we are focusing on tools and methodologies to help members and other manufacturing organisations with the transition to Industry 4.0. A good starting point for company is to establish where they currently sit at, as a starting point for their transformation journey or how far they might have already come. What is the SIRI Assessment? Siri, short for Smart Industry Readiness Index, is an Industry 4.0-focused global assessment scheme. It was developed out of Singapore and is available to manufacturers in New Zealand. In the past four years, over 300 companies worldwide have used the SIRI Assessment to formally evaluate their facilities and processes and kick-start their Industry 4.0 transformation. The tool works for a wide […]

Kemppi releases new MasterMig range

Leading international welding equipment manufacturer, Kemppi, has released its new MIG/MAG MasterMig welding machine models 353 and 355. The 358 model is scheduled for release later this year. Designed in conjunction with professional welders, the new MasterMig range delivers a range of features to help enhance industrial welding productivity and quality. Faster set-up for greater productivity The new, compact and powerful Kemppi MasterMig range comes with Weld Assist as standard. This feature lets users set-up welding parameters quickly and easily to save time and improve productivity levels. By simply selecting the joint type, welding position and material thickness, users are ready to weld. Equipped with memory channels, the MasterMig range also lets users save chosen parameters for fast retrieval. The ability to save customised settings means welders do not have to go through an initial setup for every job. At the turn of a knob, they can highlight the desired setting and proceed to weld. Highly convenient, this feature saves precious time, while helping to increase productivity. Better Arc Performance Delivers More Productivity For greater welding productivity and control, the MasterMig 355 and 358 models can switch on the new MAX arc performance welding processes. MAX Cool, MAX Position and MAX Speed are new Kemppi welding processes that offer solutions for challenging steel, stainless steel and aluminum welding applications by increasing productivity, minimising spatter and speeding up welding without compromising quality. The MAX software options easily integrate with the MasterMig 355 and 358 models. A choice of models Suitable for use on site or at the workshop, the MasterMig range delivers real choice. It includes the 353, 355 and 358 models in the compact MIG welding category. These are available as manual, synergic (Auto), and pulse (Auto Pulse) welding options. Users can also choose to weld with gas-cooled guns […]

Company Profile: Nautech Electronics

Nautech at EMEX 2022. Nautech Electronics has worked tirelessly for over 30 years to deliver their clients the high-quality electronic solutions they need. They use the very latest technology and Kiwi ingenuity to establish themselves as a world leader in electronics manufacturing and product engineering. Recognising the marine industry’s growing need for electronics installation and service, Nautech was established in 1989 as a home-based business. They now operate out of a state-of-the-art facility with a team of 78 specialists. With an innovative and collaborative approach, Nautech focus on excellent service, reliable delivery, IP protection and competitive pricing. Today, Nautech continue to deliver their clients the world-class electronic solutions they need to succeed. At Nautech, Quality isn’t just a process – It’s their philosophy. Nautech has partnered with the EMA for the Callaghan Innovation funded Smart Factory Showcase as part of the Industry 4.0 Demonstration Network which launches in July. Andrew Turner, Managing Director and Owner shares the company’s path: Can you tell us a little more about Nautech and the customers you serve? We manufacture for almost all industry sectors, from consumer to automotive, marine, aeronautical the way to defence and aerospace. We also design and develop products for customers as well as our own range of emergency warning products. Can you explain what Total Quality Management means to Nautech? TQM starts with management but is really a culture, it needs “buy in” from the whole team. At Nautech, all members participate in improving processes, products, services, and their own work environment. What advances have you seen in manufacturing since Nautech was established in 1989? So many! Back then, almost all electronics used thru hole components. We purchased our first wave soldering machine in 1996, and later that year, our first SMT placement machine. It was 2000 before we upgraded […]

RS PRO grow their IoT range

RS Components have responded to growing demand for Industrial IoT solutions and launched another 300 products in their RS PRO IoT range this June. IO-link sensors, data cables and HMI displays, including antennas and network testing equipment, are just some of the new products in the range. This brings the RS PRO IoT offer to over 8400 IoT enabling and smart connectivity products. “We’re helping our customers embrace the IoT revolution”, says Scott Philbrook, Managing Director RS Components AU/NZ. “From wireless pressure transducers, to help safely monitor pressure in hazardous or inaccessible locations, to sensor boxes, which are compatible with all sensor brands, our Industrial IoT range has what our customers need to improve their operational efficiency.” Each RS PRO product is backed by the RS Seal of Approval, which represents industry standards for audit, inspection, test and certification. This – combined with longer than average product warranties – reflects RS confidence in the quality and longevity of their products. According to Scott, the expansion in the range is meeting demand in the market for affordable options for engineers looking for a choice. “We’ve seen an upswing in the sourcing of our current IoT product range and due to interest in other product verticals we have gone to work on this expansive range,” he explained. RS PRO makes IoT practical and accessible for everyone, providing a dedicated range with a wide variety of smart objects and elements needed to connect them together. The enhanced Industrial IoT range will be welcomed by RS PRO’s loyal customer base. These people recognise that as demands on productivity increase, only the smartest workplace, with the smartest tools, will win the race of efficiency. Check out the RS PRO guide to the Internet of Things here: RS PRO IoT range

Steel turns to gold for Waikato-based manufacturing company

Industrial Tube general manager Ian Foster pictured at the company’s manufacturing base in Hamilton. Hamilton-based steel tube manufacturing company Industrial Tube has been awarded Gold Certification by the New Zealand Sustainable Steel Council. Industrial Tube general manager Ian Foster says Gold Certification reflects an almost 40-years commitment made by the company to sustainable, high quality steel and stainless tube production in New Zealand and Australia. Gold Certification status confirms that Industrial Tube sources its products from ‘responsible steel makers’, uses electricity from a 100% renewable supplier, has a waste reduction programme in place, and works with like-minded suppliers. It is also a nod to being a good employer, a supporter of diversity and inclusivity, and a good community citizen. “We’re absolutely thrilled to be the recipients of the Sustainable Steel Council’s Gold Certification, which shows we are on the right track towards our sustainable business targets,” says Mr Foster. When looking at the products, Mr Foster says steel is one of the most sustainable resources consumers can use. “Our products offer longevity and have a lower environmental footprint. All of our products are 100% recyclable, and we often use re-purposed materials,” he says. “We are continually innovating and looking at new technology to keep ahead of the game, ensuring we continue to deliver high quality and sustainable value-add solutions to our customers. “Our Ag-Steel products are an example of this, as they have been designed and manufactured with clean and smooth edges and surfaces to minimise insect and fungal accumulation that would build up on other materials. This results in an environmentally sustainable, long-lasting alternative to timber,” Mr Foster explains. The New Zealand Sustainable Steel Council (SSC) has a three-tier system – Gold, Silver and Bronze – for its members, which recognises sustainable business practices relating to people, resources, community […]

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?

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