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Exploring & Producing Cutting-Edge Solutions

Exploring & Producing Cutting-Edge Solutions

Challenging the elements and pushing the boundaries of the physically possible, the oil and gas industry is a tough, competitive business that requires near-zero tolerances and equally tough, never-let-you-down products.

Article by MasterFluid.

A truly global industry, oil and gas upstream exploration and production takes place on all seven continents, major oceans, and deepest seas worldwide. It is a driving force of the global economy. The exploration and production pressures and temperatures are intense, the stakes are high, and error can be catastrophic. Premium pipes, seals, valves, wellheads, couplings, and connectors are essential. Dependable metalworking fluids ensure manufacturers can compete in the highly competitive arena of the oil and gas business to produce 100% reliable pipes and dependable parts efficiently and profitably.

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An Ecosystem Approach To Drive AM Adoption In Maritime & Offshore

An Ecosystem Approach To Drive AM Adoption In Maritime & Offshore

Additive Manufacturing (AM) has seen a surge in interest in recent years in the mobile asset industry, notably the aerospace, automotive, and defence. The Marine and Offshore (M&O) on the other hand, has seen a slower adoption rate in AM. This can be attributed to several reasons.

In the aerospace industry, owing to stringent safety requirements there are much fewer aircraft Equipment Manufacturers, with Airbus and Boeing dominating close to 99% of the commercial aircraft design market share. Similarly, for engine makers, General Electric, Pratt & Whitney, Rolls-Royce, and CFM International contribute to the bulk of the engines used in the market, similarly controlling the aftermarket of parts and services. With large industry verticals providing aftersales of spare parts and the stringent certification of the industry, owners of the aircraft operators have limited options to turn to when it comes to replacing spares. Regardless, aircraft owners generally demand original parts over alternative supply options. However, in the M&O sector, there are over 10 large shipbuilder groups (e.g. Imabari Shipbuilding, Samsung, Yangzijiang Shipbuilding, CSIC, CSSC, Oshima Shipbuilding, Daewoo Shipbuilding & Marine Engineering, Japan Marine United, and Fincantieri just to name a few) and hundreds other smaller shipbuilders of different tonnage internationally. As for the marine engine and propulsion maker groups, there are over 10 of them (e.g. Rolls-Royce, Caterpillar, Wärtsilä, Cummins, Hyundai, Honda, Mitsubishi, MAN, and Yanmar, etc.). It is hence easy to understand why there is more parts variability within a ship when compared to an aircraft or a car. This explains why M&O has many suppliers for marine spare parts, some with overlapping products, with any parts being supplied by tens of spare manufacturers. For AM to be adopted, original manufacturers will need to get onboard to license their parts to be printed at distributed service bureaus. It is easier to convince a handful of original manufacturers, which are responsible for supplying most of the spare parts in aviation rather than hundreds of original manufacturers for the M&O industry.

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Hands-On Research For Knowledge-Based Mass Finishing Processes

Hands-On Research For Knowledge-Based Mass Finishing Processes

Innovative solutions are the driving force for the continuous creation of added value. In this respect the cooperation between science and industry plays a central role. A good example is the cooperation of the research department technological planning and grinding technologies at the machine tool institute WZL at the RWTH Aachen university (Germany) with the Rösler Oberflächentechnik in the field of mass finishing.

The RWTH Aachen is one of the 11 German universities that are recognised as “universities of excellence”. For decades the machine tool institute, one of the largest and oldest establishments at the Aachen university, has been a globally recognised beacon for future-focused research in the field of manufacturing technologies. One reason for this success has been the close cooperation between the four academic sectors “measuring technologies in manufacturing”, “quality management”, “manufacturing systems” and “manufacturing and machine tool technologies” combined with a balanced mix of basic and practical research.

Marius Ohlert, project manager for grinding technologies in the field technology planning and grinding methods, that is integrated in the academic sector manufacturing technologies, comments: “Through the close cooperation with a variety of industrial companies we make sure that our research projects are based on industrial needs and that the results can be quickly transformed into practical results”.

The mass finishing technology is a widely used system for all kinds of surface refinement tasks such as deburring, edge radiusing, surface smoothing, polishing, descaling and de-rusting. Despite the importance of this technology for many industries most mass finishing processes are still based on the knowhow of experienced experts. Mr. Ohlert describes one research goal as follows: “With our basic research we want to achieve that mass finishing processes are knowledge-based, thus allowing a quicker, more efficient and goal-oriented process development. For this purpose, we study in detail the physical effects of the various mass finishing methods”.

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Manufacturers To Spend US$2.6bn On Simulation Software By 2030

Manufacturers to Spend US$2.6bn on Simulation Software by 2030

Simulation software acts as an insurance policy against costly mistakes because it enables manufacturers to understand how a product or component will behave before it’s put into use or how it will affect the production line. Global tech market advisory firm ABI Research forecasts that manufacturer’s spend on simulation software will surpass US$2.6 billion in 2030. Spending will accelerate over the forecast period (growing by CAGR 7.1% between 2022 and 2030) as the user base of simulation software expands in aerospace, automotive, heavy machinery, and the consumer-packaged goods sectors.

“In the past, manufacturers would create prototypes and test under certain conditions. Simulation software provides more flexibility by enabling manufacturers to examine how, for example, components in aircrafts and automobiles respond to heat and vibration, or how to optimize the layout of a printed circuit board in an electronic device. Also, manufacturers’ production lines are moving from batch to continuous manufacturing, so they need the ability to anticipate and alleviate bottlenecks relating to switchovers,” explains Michael Larner, Principal Analyst, Industrial & Manufacturing at ABI Research.

Simulation software solutions from the likes of Siemens, Dassault Systèmes, and Hexagon help manufacturers not only to create robust products but also expand usage of simulation software by specialists as well as individuals in product development and on the factory floor. Simulating software now supports a wide number of decision makers, such as plant managers, systems engineers, and maintenance teams.

However, vendors of simulation software for industrial applications face some challenges. “There is also a persistent tribal knowledge within some facilities where staff is hostile to change and so suppliers will need to overcome their lack of trust in simulation results. Suppliers will also need to work with their customers to understand the performance parameters and the acceptable tradeoffs in different verticals so that findings are based on reality and users trust the results,” Larner concludes.


For Highest Precision And Rigidity: New Drylin Linear Bearings For Shafts

For highest precision and rigidity: new drylin linear bearings for shafts

In order to be able to move linear bearings on shafts with high precision, igus has now developed the W360CM series. The new polymer linear bearings consist of an aluminium housing and a thin liner, which ensure smooth and quiet operation combined with high rigidity. The bearings have hardly any clearance and allow precise movements. Thanks to the use of iglidur W360 high-performance polymers, the user does not need external lubrication. The dimensions of the new series match metallic ball bushings, so that they can be easily converted 1:1.

Linear guides are used wherever goods or objects need to be moved from A to B, or equipment or machines need to be adjusted. Precision often plays a major role for users, for example in microscope tables or in X-ray equipment. Therefore, the motion plastics specialist igus has now developed the linear plain bearing series W360CM. It ensures the highest precision and rigidity in drylin R shaft guides. The long-lasting sliding elements of the bearings are characterised by a thin wall thickness and high strength. They are produced cost-effectively in injection moulding from the high-performance polymer iglidur W360. The material enables very quiet and smooth operation. The operating temperature range is between 0-50 degrees Celsius. Due to the thin wall thickness and the higher material strength, the linear bearings ensure a low bearing clearance at the operating point due to reduced elasticity. The new bearings – like all plain and linear bearings from igus – are free of lubrication and therefore free of contamination and maintenance.

New polymer bearings convince in the test

The W360CM linear bearings can be easily mounted in all drylin housings as well as in all standard receptacles for linear ball bushings. This means that ball-based solutions can be converted 1:1 without a construction wall using the maintenance-free solution. The design of the new linear bearings is simple: the liners are pressed into the housing until a pre-loaded snap hook is inserted into a groove. Thus, the films are secured against displacement even under high loads and temperatures. The new drylin R series was also able to convince in tests in the in-house 3,800 square metre laboratory at igus in Cologne. Gauge measurements to check bearing clearance and precision showed that the W360CM series bearings performed far better than coated linear bearings.



Cleanliness For Optimal Diagnostics And Therapy

Cleanliness For Optimal Diagnostics And Therapy

X-ray tubes are the basis of a number of diagnostic and therapeutic procedures in medicine. Manufacturing precision and cleanliness of the individual parts are key factors for the functional reliability and longevity of these high-tech components. A leading manufacturer relies on equipment from Ecoclean and UCM for cleaning.

Shortly after the discovery of X-rays by Wilhelm Conrad Röntgen on November 8, 1895, the development and manufacture of X-ray tubes at Philips Medical Systems DMC GmbH began with Carl Heinrich Florenz Müller, a glassblower born in Thuringia. As early as March 1896, he made the first X-ray tube in his workshop in Hamburg. Three years later, the technology pioneer was granted the first patent for an X-ray tube with water-cooled anti-cathode. The breathtaking pace of tube development and the enormous success of X-ray technology spurred demand worldwide, turning the craftsman’s workshop more and more into a specialist factory for X-ray tubes. In 1927, Philips, the only shareholder at the time, took over the factory.

Innovation and High Manufacturing Precision

Ever since then, the company has been shaping X-ray technology with innovative solutions and continuous improvements. The products used in Philips Healthcare systems, as well as those sold under the Dunlee brand, contribute significantly to advances in diagnostic imaging, computer tomography and interventional radiology. 

“Besides modern manufacturing technologies, high precision and ongoing process optimisation, component cleanliness plays an important role in ensuring the functional reliability and longevity of our products,” says André Hatje, Senior Engineer for Process Development in the X-ray Tubes Division. Residual particle contamination specifications that have to be met when cleaning the various X-ray tube parts underline this: a maximum of two 5 µm particles and one 10 µm particle.

Removing Molybdenum Grinding Dust With a Standard System

The high cleanliness requirements were one criterion when the plant for cleaning spiral groove bearing components was replaced. The bearings, which form the heart of high-tech X-ray tubes, are made of molybdenum. After the groove structure has been applied by laser, a dry grinding step is performed. This is followed by cleaning, during which the grinding dust and any traces of smoke from the laser process still present in the grooves must be removed. To simplify process validation, among other things, a compact standard machining was needed for this cleaning process. Against this backdrop, the process developer approached several cleaning equipment manufacturers, including Ecoclean GmbH in Filderstadt. 

Equipped for Fine Cleaning

The machine for immersion and spraying processes is operated with the same acidic cleaning medium previously used at Philips and has a footprint of just 6.9 m2. It is fitted with three flood tanks for the washing step and two rinsing processes. Their flow-optimised, cylindrical design and upright position prevent dirt from accumulating in the tanks. In addition, each tank has a separate media circuit with full-flow filtration so that the cleaning and rinsing fluids are filtered during filling and emptying as well as in the bypass. The deionised water used for the final rinsing process is treated in the integrated Aquaclean system. 

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A*STAR And Arcstone Open S$18M Joint Lab To Accelerate Digital Manufacturing In Singapore

A*STAR And Arcstone open S$18M Joint Lab To Accelerate Digital Manufacturing In Singapore

The Agency for Science, Technology and Research (A*STAR) and local manufacturing software company Arcstone opened a joint laboratory at A*STAR’s Advanced Remanufacturing and Technology Centre (ARTC) to develop smart manufacturing solutions to help businesses speed up digital transformation to make operations more efficient, effective, and sustainable. Minister for Trade and Industry Mr Gan Kim Yong graced the joint lab’s opening.

This era of Industry 4.0 allows for real-time extraction and monitoring of operational data, as well as the ability to control machines digitally and remotely. Today’s manufacturing execution systems (MES) face limits, however, such as in the optimisation of production processes. Against this backdrop, A*STAR and Arcstone will collaborate to give today’s MES added intelligence – or “adding a brain to the body”, as Arcstone says.

With a total investment of S$18 million over three years, the A*STAR-Arcstone joint lab will transform Arcstone’s existing solutions into a next-generation MES suite. The MES will incorporate technologies such as artificial intelligence and the Industrial Internet of Things (IIoT) to help manufacturers make better decisions – through visualisation, control, optimisation, and sustainability. For example, the MES will not only provide information about what is happening in a production process in real time but also recommend ways to improve that process, such as by optimising production scheduling.

Manufacturers, including local SMEs, will be able to tap on these smart manufacturing solutions to increase manufacturing transparency and improve production scheduling across the supply chain, paving the way for more competitive and robust supply chains. The solutions will also help manufacturers go green by enabling them to optimise energy usage. The joint lab will place special emphasis on the user-interface for the MES, making it easy to configure and use, especially for first-timers. The joint lab will work on projects in the following areas:

  1. Improve production through real-time visibility
  2. Control production using IIoT technologies
  3. Optimise production using simulation and artificial intelligence
  4. Make production greener through data and optimisation

Collaborating with A*STAR will help Arcstone halve the time needed for its own R&D to achieve its goals. The joint lab aims to create about 30 engineering jobs over the next three years.

Professor Alfred Huan, Assistant Chief Executive, Science and Engineering Research Council, A*STAR, said, “The challenging economic environment sends a reminder to many companies of the constant need for innovation to stay competitive. At A*STAR, we collaborate with companies such as Arcstone to help them build new capabilities to move up the value chain. Such public-private partnerships continue to play an important role in encouraging businesses to adopt technologies to differentiate themselves from the competition. This collaboration with Arcstone is also an example of how local SMEs can deploy their new solutions to help other local SMEs speed up digital transformation in their factories, driving increased digitalisation across the board.”

Mr Willson Deng, Chief Executive Officer, Arcstone, said, “Our goal with the joint lab is to rapidly produce cutting-edge technology to give SMEs and global manufacturers a leg up in efficiency, productivity, and most importantly, long-term sustainability and environmental competitiveness. We are confident about achieving this goal, for we have in ARTC a trusted R&D partner that will bring us results – we know this from years of collaboration with ARTC’s scientists and engineers.”


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More Than Half Manufacturers Are Boosting Their Sustainability Agenda With Technology

More Than Half Manufacturers Are Boosting Their Sustainability Agenda With Technology

Manufacturing organizations are setting ambitious sustainability targets for the coming decade with 20 percent aiming for carbon-neutral operations and two in five (40 percent) setting their sights on 100 percent renewable operations by 2030. This is according to a new report from the Capgemini Research Institute entitled, Sustainable operations: A comprehensive guide for manufacturers, which reveals that only 51 percent of manufacturing organizations globally are aiming to align with the temperature contribution target of the Paris Agreement. Within this cohort, Germany (68 percent) and France (67 percent) are leading the pack with respect to their manufacturers being on track to achieve the targets.

The report also reveals that manufacturers are boosting their sustainability agenda with technology, as more than half (56 percent) of organizations are currently prioritising the deployment of digital technologies for sustainability.

According to the report, strong progress in sustainable manufacturing is helping organizations realise the benefits of sustainability initiatives. 89 percent of organizations implementing sustainability initiatives see an enhanced brand reputation and 81 percent noted an improved environmental, social and governance (ESG) rating of their company. 79 percent achieved improved efficiency and productivity and more than half reduced packaging costs and boosted employee motivation levels. The report also finds that 9 in 10 organizations have seen a reduction in waste (98 percent) and greenhouse gas emissions (94 percent) as a result of implementing sustainability practices — both of which are top priorities  for manufacturers.

However, despite high ambitions, only a few are on track to becoming sustainable manufacturers. According to the report, the manufacturing sector lacks a comprehensive focus on sustainability, and the maturity of sustainability practices remains low: only 10 percent of organizations employ a holistic approach to sustainable manufacturing. Across industries, consumer products is the most sustainable sector (15 percent), followed by industrial and capital goods (11 percent) and automotive (10 percent). Furthermore, only 11 percent of sustainability initiatives are actively being scaled across organizations and just one in five agree that sustainability is fully integrated into their manufacturing strategy. While 38 percent of organizations are prioritizing Scope 1 emissions (direct emissions that the organization owns or controls), even fewer are focusing on Scope 2 (indirect emissions such as generating the electricity used by the organization) and Scope 3 (all other indirect emissions that occur in a company’s value chain), neglecting other carbon drivers beyond internal processes.

“There is a paradox in the fact that only 11 percent of green sustainability initiatives are actively being scaled across organizations, while the benefits realised by companies adopting sustainability initiatives are huge,” comments Corinne Jouanny, Chief Innovation Scaling Officer at Capgemini Engineering.

“Technologies and data are critical to accelerating the sustainability agenda. We’re seeing growing investments in digital technologies by manufacturers who are forming partnerships with established technology firms and startups to further develop their sustainable solutions. This is leading organizations to a full range of opportunities to reconcile profitable growth and sustainability.”

Addressing the barriers to success

Less than one in three manufacturing organizations have alignment between sustainability executives and business executives on their sustainability priorities.

According to the report, manufacturers need to go beyond existing lean and green practices – reduce, reuse, recycle – to a more comprehensive approach, one that incorporates recover, redesign and remanufacture. While most organizations focus on direct emissions to achieve their carbon-neutrality goal, much of the carbon footprint for manufacturers lies within the indirect emissions of their organization, and that of their value chain.



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The Global Supply Chain Crisis—Could We Have Seen This Coming?

The Global Supply Chain Crisis—Could We Have Seen This Coming?

In the world of supply chain, we can never be too sure of what will happen next. APMEN interviewed Oliver Stein, Director at South East Asia, JAGGAER to understand how the pandemic has disrupted manufacturing supply chains and how we can mitigate the risks.  

Could we have seen the global supply chain crisis coming?

Oliver Stein (OS): In the world of supply chain, we can never be too sure of what will happen next. Take the recent Suez Canal incident – who could have foreseen a 200,000-tonne ship getting stuck in the world’s busiest shipping route?

That said, it would not be wholly untrue to say that decades of taking back-office functions for granted may have contributed to the current supply chain crisis. Pre-pandemic, we saw many organisations giving far too little importance to their supply chain operations – whether this was ensuring they have the right channels and suppliers in place or digitising their back-office functions so they can rely on predictive technology tools to ensure business resiliency. 

Despite the many uncertainties, the global supply chain industry can be reasonably predictable if we know where to look and manoeuvre accordingly. Unexpected events cannot be controlled, but better preparedness can make a world of difference when it comes to staying resilient amidst disruptions. 

How has the pandemic disrupted APAC’s manufacturing industry supply chains?

OS: Every sector was affected in some way by the COVID-19 crisis. For the manufacturing industry, without a doubt, the pandemic caused increased uncertainty and disruption. Manufacturing, arguably, touches more transition points than any other supply chain. Travel restrictions and quarantines heavily impacted logistics capabilities for all nodes in the supply network and brought to light the challenges of having limited network diversity. 

The consequences of having restricted cargo logistics, particularly in air, road and rail were certainly felt across the APAC manufacturing sector, especially in the first half of last year. While cargo movements and supply chain operations slowed down, we saw the demand for products and services going up and up. Customers were reliant on products being delivered to their door with safe distancing measures and manufacturers needed to be able to meet this demand. 

Take the example of an electronics manufacturer, here in SEA. They were impacted at multiple points of their supply chain causing an almost complete halt to their delivery capabilities. The initial disruption started in their ability to source required raw materials. With a large portion of their supplier base suddenly struck down due to COVID and running at limited capacity, sourcing of their key direct goods caused their operations to nearly come to a standstill. Then, even at lower capacity, quarantine rules locked down almost all their manufacturing plants, decimating their production line. To top it all off, their main logistics paths for delivery were ocean freight based and they ended up having multiple containers stuck offshore in Singapore and elsewhere due to docking and delivery restrictions caused by responses to the pandemic. This was the worst-case scenario in terms of pandemic impact – all aspects, from sourcing to delivery, were brought to a grinding halt.

What are the lessons learnt and how can we rethink our strategies?

OS: Limited network diversity makes organisations significantly more vulnerable to disruptions – this was a lesson many organisations learnt the hard way over the past few months. 

Before the pandemic, many businesses were reliant on a single country supplier base or single shipment routes for their supply chain operations. The current supply chain crisis has highlighted the importance of building out a supply base that can respond swiftly to changes. More and more, organisations are now understanding the importance of determining the supplies that are critical to business and ensuring they have a diversified supplier base they can rely upon.

Sourcing and supplier trends are changing, with focus now on far more than just price. Companies should look beyond the cheapest option when procuring items, and instead consider other crucial risk factors such as geographical limitations, ability to deliver, and sustainability. Smart procurement is already possible with today’s technology. Automation, predictive technologies, advanced analytics and streamlined workflows can all aid organisations in allocating budget more effectively and focusing on areas that will provide sustainability and resilience to their supply chains.

What can manufacturers do now to thrive despite the ongoing disruptions?

OS: Understanding the risks associated with each supplier is a key first step. Categorising them in different tiers of risk or segmenting them in terms of importance to the organisation can help in mapping the overall supply chain network. It gives manufacturers a macro view of the potential gaps that could arise from any unexpected event. However, risk assessments and regular check-ins with suppliers can be a time-consuming undertaking. Thankfully, there are many solutions available today that can help automate these regular check-ins, freeing up valuable employee time to focus on more meaningful, strategic work. 

Ultimately, ensuring businesses are not caught out by similar disruptions in the future requires a shift in mentality and consideration of a move from “just-in-time” to “just-in-case” manufacturing methods. Manufacturers must adopt predictive modelling technologies to get a clearer view of their supply chains. Being aware of potential disruptions and hurdles ahead of time will be key to boosting business resilience. When supply chains are responsive to business conditions, the benefits can reach far beyond limiting risk exposure.

How can we build a more resilient supply chain for the future?

OS: Organisations can start by taking a step back and reanalysing their current supply chain functions. Key areas to consider would be base location diversity and supplier networks. Take this time to identify all the potential gaps and possible solutions to mitigate any risks. 

Building a supply base that can respond to shifting conditions is crucial. With the visibility gained from identifying potential risks and opportunities to strengthen supplier performance, the next step is to look to design strategies and build relationships that drive positive outcomes. Some of these include:

  • Managing by category: Not all categories are equally important. Know which ones are critical to your business and manage them strategically.
  • Diversifying the supply base: Many organisations have learnt the importance of this the hard way in recent times. Expanding the list of qualified suppliers is one of the most fool-proof ways to build a resilient supply chain. 
  • Engaging for the long term: Squeezing suppliers to drive down costs is a short-term strategy with limited pay-off. Take the time to build a partnership that benefits both organisations and when challenges arise, the relationship will pay off. 

Thankfully, there are many solutions and platforms out there that can help organisations adopt a smarter, more efficient approach to supply chain management. Picking solutions that are not one-size-fits-all but instead flexible enough to support your unique business needs and challenges will be key.


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