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developed the first programm...


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40-Taper Standard VMCs

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Office Lathe

Toolroom Lathes



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406 x 737 mm


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Haas Automation India Pvt. Ltd., Navi Mumbai, Machining & Turning Center
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Haas Automation India Pvt. Ltd., Navi Mumbai, Machining & Turning Center


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Haas Automation manufactures a full line of CNC vertical and horizontal machining centers, CNC lathes, rotary tables and 5C indexers. Haas machine tools and rotary products are built to the exacting specifications of Gene Haas to deliver higher accuracy, repeatability and durability than any other machine tools on the market.

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Haas Automation India Pvt. Ltd., Navi Mumbai, Machining & Turning Center

  2. 2. The largest machine tool builder in North America grew from a simple idea. In 1983, Gene Haas developed the first programmable rotary indexer to position parts for machining in his own shop. From that first product through the more than125,000 Haas CNC machines installed today, our philosophy has remained consistent: HAAS AUTOMATION Build the best products possible for the broadest market, and offer them at competitive prices. We have built on this concept for more than two decades. Our 1-million-square-foot design and manufacturing facility is evidence of the Haas commitment to our customers’ success. Haas Automation builds an extensive line of CNC (computer numerical control) machine tools, including vertical and horizontal machining centers, turning centers and rotary tables. Every American-made Haas machine is the direct result of a strong product vision, an entrepreneurial spirit and a passion for design innovation. To control costs and component availability, while providing our customers with the best value in the industry, we manufacture all critical components in-house. By taking full advantage of today’s sophisticated state-of the art manufacturing technologies, we deliver machines that A Few Words... consistently exceed our customers’ expectations for productivity, reliability and affordability. The Haas manufacturing facility currently exceeds 1 million square feet, with a production We’d like to take this opportunity to wish all of our customers in India much success in your current and future business ventures. Haas Automation, Inc., has always been driven by the needs of our customers, and this has formed the foundation of our business model. By focusing our resources on providing quality products and unmatched service and support, we offer our customers a level of value they cannot find anywhere else. capacity of more than 1,200 machines per month. To meet the growing worldwide demand for Haas products, production levels will continue to grow, with a goal of building 1,300 machines per month In today’s highly competitive marketplace, companies must find ways to differentiate themselves if they are to maintain an economic advantage, and offering superior customer service can provide a distinct edge. What works today, though, may not work tomorrow. The industry and the world are continually changing, and it is evident that we must draw fresh perspectives from the knowledge and information around us if we are to adapt to that change. The next important step is to share that knowledge: It is the only way to bring together the successful achievers of today with the innovative ground breakers of tomorrow. We are pleased to present this CNC Technology Trends booklet highlighting how some leading engineering companies in India are using Haas CNC technology in state-of-the-art manufacturing facilities to produce high quality products designed for a worldwide marketplace. For more information about Haas Automation, please contact us at: haascnc@HaasCNC.com. Robert Murray General Manager, Haas Automation, Inc. by the end of 2008.
  3. 3. VERTICAL MACHINING CENTERS VERTICAL MACHINING CENTERS Office Mills 40-Taper Standard VMCs 50-Taper Standard VMCs Large-Capacity VMCs VMCs with APC Gantry OM-1A 8" x 8" x 12" (xyz) 203 x 203 x 305 mm VF-1 20" x 16" x 20" (xyz) 508 x 406 x 508 mm VF-3YT/50 40" x 26" x 25" (xyz) 1016 x 660 x 635 mm VS-1 84" x 50" x 50" (xyz) 2134 x 1270 x 1270 mm (Automatic Pallet Changer) SR-100 OM-2A 12" x 10" x 12" (xyz) 305 x 254 x 305 mm VF-1YT 20" x 20" x 20" (xyz) 508 x 508 x 508 mm VF-5/50 50" x 26" x 25" (xyz) 1270 x 660 x 635 mm VS-3 150" x 50" x 50" (xyz) 3810 x 1270 x 1270 mm 40" x 20" x 25" (xyz) 1016 x 508 x 635 mm 100" x 52" x 8" (xyz) 2540 x 1321 x 203 mm GR-510 VF-2 30" x 16" x 20" (xyz) 762 x 406 x 508 mm VF-5/50XT 60" x 26" x 25" (xyz) 1524 x 660 x 635 mm 40" x20" x 25" (xyz) 1016 x 508 x 635 mm 121" x 61" x 11" (xyz) 3073 x 1549 x 279 mm GR-712 145" x 85" x 11" (xyz) 3683 x 2159 x 279 mm VF-2YT 30" x 20" x 20" (xyz) 762 x 508 x 508 mm VF-6/50 64" x 32" x 30" (xyz) 1626 x 813 x 762 mm VF-2TR 30" x 16" x 20" (xyz) 762 x 406 x 508 mm VF-5TR 38" x 26" x 25" (xyz) 965 x 660 x 635 mm VF-5/50TR 38" x 26" x 25" (xyz) 965 x 660 x 635 mm Toolroom Mills TM-1 TM-2 TM-2P w/Toolchanger TM-3 TM-3P w/Toolchanger VF-3 VF-7/50 30" x 12" x 16" (xyz) 762 x 305 x 406 mm 40" x 20" x 25" (xyz) 1016 x 508 x 635 mm 84" x 32" x 30" (xyz) 2134 x 813 x 762 mm VF-3YT VF-8/50 40" x 16" x 16" (xyz) 1016 x 406 x 406 mm 40" x 26" x 25" (xyz) 1016 x 660 x 635 mm 64" x 40" x 30" (xyz) 1626 x 1016 x 762 mm VF-4 VF-9/50 40" x 16" x 16" (xyz) 1016 x 406 x 406 mm 50" x 20" x 25" (xyz) 1270 x 508 x 635 mm 84" x 40" x 30" (xyz) 2134 x 1016 x 762 mm VF-5 VF-10/50 40" x 20" x 16" (xyz) 1016 x 508 x 406 mm 50" x 26" x 25" (xyz) 1270 x 660 x 635 mm 120" x 32" x 30" (xyz) 3048 x 813 x 762 mm VF-5XT VF-11/50 40" x 20" x 16" (xyz) 1016 x 508 x 406 mm 60" x 26" x 25" (xyz) 1524 x 660 x 635 mm 120" x 40" x 30" (xyz) 3048 x 1016 x 762 mm VF-6 64" x 32" x 30" (xyz) 1626 x 813 x 762 mm VF-12/50 150" x 32" x 30" (xyz) 3810 x 813 x 762 mm VF-7 TM-1P w/Toolchanger 30" x 12" x 16" (xyz) 762 x 305 x 406 mm 5-Axis VMCs VF-3APC VF-3SSAPC VF-4APC 50" x 20" x 25" (xyz) 1270 x 508 x 635 mm VF-4SSAPC 50" x 20" x 25" (xyz) 1270 x 508 x 635 mm 84" x 32" x 30" (xyz) 2134 x 813 x 762 mm VF-6TR VF-6/50TR VR-8 VR-11 64" x 32" x 30" (xyz) 1626 x 813 x 762 mm 64" x 32" x 30" (xyz) 1626 x 813 x 762 mm 64" x 40" x 30" (xyz) 1626 x 1016 x 762 mm 120" x 40" x 30" (xyz) 3048 x 1016 x 762 mm VM-2 Super-Speed VMCs VF-2SS 30" x 16" x 20" (xyz) 762 x 406 x 508 mm VF-2SSYT Mini Mill 16" x 12" x 10" (xyz) 406 x 305 x 254 mm VF-8 VF-3SS 40" x 20" x 25" (xyz) 1016 x 508 x 635 mm VF-3SSYT 40" x 26" x 25" (xyz) 1016 x 660 x 635 mm 20" x 16" x 14" (xyz) 508 x 406 x 356 mm VF-9 84" x 40" x 30" (xyz) 2134 x 1016 x 762 mm Super Mini Mill 16" x 12" x 10" (xyz) 406 x 305 x 254 mm VF-10 VF-11 150" x 32" x 30" (xyz) 3810 x 813 x 762 mm 50" x 26" x 25" (xyz) 1270 x 660 x 635 mm 120" x 40" x 30" (xyz) 3048 x 1016 x 762 mm VF-12 50" x 20" x 25" (xyz) 1270 x 508 x 635 mm 120" x 32" x 30" (xyz) 3048 x 813 x 762 mm Super Mini Mill 2 20" x 16" x 14" (xyz) 508 x 406 x 356 mm VF-4SS 64" x 40" x 30" (xyz) 1626 x 1016 x 762 mm Mini Mill 2 30" x 20" x 20" (xyz) 762 x 508 x 508 mm VM-3 40" x 26" x 25" (xyz) 1016 x 660 x 635 mm VM-6 64" x 32" x 30" (xyz) 1626 x 813 x 762 mm 30" x 20" x 20" (xyz) 762 x 508x 508 mm VF-5SS Mini VMCs Mold Machines VF-6SS 64" x 32" x 30" (xyz) 1626 x 813 x 762 mm Machines shown with optional equipment. Specifications subject to change without notice. Machines not shown to scale. Mill Drill Center MDC-500 20" x 14" x 20" (xyz) 508 x 356 x 508 mm Drill/Tap Center DT-1 20" x 16" x 15.5" (xyz) 508 x 406 x 394 mm
  4. 4. TURNING MACHINING CENTERS Office Lathe Toolroom Lathes OL-1 TL-1 16" x 29" (max cap) 406 x 737 mm TL-2 16" x 48" (max cap) 406 x 1219 mm TL-3 20" x 60" (max cap) 508 x 1524 mm TL-3B Big Bore 30" x 60" (max cap) 762 x 1524 mm TL-3W Wide Swing HORIZONTAL MACHINING CENTERS 30" x 60" (max cap) 762 x 1524 mm 12" x 8" (xz) 305 x 203 mm 6" Chuck Machines ST-10 ST-10Y 11.25" x 14" (max cap) 286 x 356 mm 9" x 14" (max cap) 229 x 356 mm 8" Chuck Machines ST-20 ST-20SS 15" x 21" (max cap) 381 x 533 mm Servo Control Single Axis Dual Axis HA5C HA5CS HA5C HA5C2 HA5C3 HA5C4 HA2TS Compact HMC ES-5 40" x 18" x 22" (xyz) 1016 x 457 x 559 mm Extra-Large-Capacity HMCs 35" x 71.5" (max cap) 889 x 1816 mm TL-4L 35" x 133" (max cap) 889 x 3378 mm 10" x 21" (max cap) 254 x 533 mm HS-3 150" x 50" x 60" (xyz) 3810 x 1270 x 1524 mm HS-3R TL-4 150" x 50" x 60" (xyz) 3810 x 1270 x 1524 mm Several configurations available. Pallet-Changing HMCs ST-20SSY Y axis HS-4 12" x 21" (max cap) 305 x 533 mm EC-300 20" x 18" x 14" (xyz) 508 x 457 x 356 mm 150" x 66" x 60" (xyz) 3810 x 1676 x 1524 mm HS-4R 10" x 21" (max cap) 20" x 20" x 20" (xyz) 508 x 508 x 508 mm 150" x 66" x 60" (xyz) 3810 x 1676 x 1524 mm Dual-Spindle Machines EC-400 HS-6 DS-30 ST-20Y Y axis EC-400PP w/ Pallet Pool 20" x 20" x 20" (xyz) 508 x 508 x 508 mm 84" x 50" x 60" (xyz) 2134 x 1270 x 1524 mm HS-6R EC-500 32" x 20" x 28" (xyz) 813 x 508 x 711 mm 84" x 50" x 60" (xyz) 2134 x 1270 x 1524 mm HS-7 84" x 66" x 60" (xyz) 2134 x 1676 x 1524 mm HS-7R 84" x 66" x 60" (xyz) 2134 x 1676 x 1524 mm 254 x 533 mm 10" Chuck Machines 21" x 26" (max cap) 533 x 660 mm ST-30SS 16" x 26" (max cap) 406 x 660 mm 18" x 23" (max cap) 457 x 584 mm ST-30SSY Y axis 16" x 26" (max cap) 406 x 660 mm DS-30Y Y axis DS-30SSY ST-30Y Y axis 18" x 26" (max cap) 457 x 660 mm DS-30SS ST-30 18" x 23" (max cap) Large-Capacity HMCs 457 x 584 mm 16" x 23" (max cap) EC-1600 16" x 23" (max cap) 406 x 584 mm Y axis 406 x 584 mm EC-1600YZT 64" x 50" x 32" (xyz) 1626 x 1270 x 813 mm 64" x 50" x 40" (xyz) 1626 x 1270 x 1016 mm 25.5" x 80" (max cap) 648 x 2032 mm High-Productivity Turning Servo Bar 300 (Available on all lathes except Toolroom Lathes) Machines shown with optional equipment. Specifications subject to change without notice. Machines not shown to scale. HRT HRT110 HRT160 HRT210 HRT210M HRT310 HRT450 HRT600 HRT Dual HRT160-2 HRT210-2 Indexing Table HIT210 HRT320FB HRT SP HRT160SP HRT210SP HRT310SP 25.5" x 44" (max cap) 648 x 1118 mm ST-40L T5C T5C T5C2 T5C3 T5C4 High Speed HRT160SS HRT210HS HRT210SHS 15" Chuck Machines ST-40 ROTARY SOLUTIONS Trunnion TR110 TR160 TR160Y TR210 TR310 Trunnion Dual TR160-2 HRT A HRTA5 HRTA6 TRT TRT160 TRT210
  5. 5. Sidebar: The Logic of FDI - As recently as just 20 years ago, it was extremely difficult for an Indian technology company to source precision manufactured parts from a non-national company. Buying from a U.S. supplier, for example, meant paying in dollars, and since the Indian government had very small reserves of the currency, a bureaucratic and time-consuming approval process would often hinder or even scupper the transaction. Indian OEMs were frustrated, not least by the dearth of indigenous companies who could supply the high-quality parts they needed. This in turn prevented them from designing and creating products they could sell overseas, which meant, of course, they couldn't accrue reserves of valuable foreign currency. It's a problem common in developing nations, and one that held back India's economy for many years. Turbocam India One way for a country to break this kind of circular economic deadlock is for its government to encourage Foreign Direct Investment (FDI). By allowing foreign firms to open a fully owned, local factory, national manufacturers no longer need to buy parts from abroad, which circumvents the need for foreign currency. If the investing company also brings long-term vision, there are many other advantages, too – for the investor, the employees, and the host community. Turbocam India- In the early 1990s, U.S. precision engineering firm Turbocam Inc. was being urged by a customer in India to take advantage of new, more relaxed FDI legislation, and open a factory in the country. The reasoning was that the Indian company would have access to the high-quality parts it needed, but would no longer have to pay with foreign currency. In exchange, Turbocam could gain a foothold in one of the world's fastest growing economies. It was a long-term investment with a degree of risk, but the customer assured Turbocam he would keep the new factory busy. Subsidiaries are usually set-up in the image of the parent company. Turbocam Inc. is a successful and highly respected organisation, serving some of the biggest and best-known names in the aerospace, automotive, industrial, and marine sectors with bladed production parts for turbo machinery. When it established Turbocam Pvt., the factory was equipped with a make of CNC machine tools the group's senior managers knew and trusted. “Back in the early days, we were very much guided by the head-office in the U.S.,” says Savio Carvalho, Director at Goa-based Turbocam Pvt. “This included our choice of capital equipment. However, I think a turning point came in 2001, when we got a large order through Turbocam Europe for 5-axis insulator segments for the Large Hadron Collider, in Switzerland. We eventually made about 60,000 parts, after which I think we 'grew-up' in the eyes of our American principal. They saw that we could do a lot here.” The order from CERN (the European Organisation for Nuclear Research) was worth over $1 million. Once the final parts were delivered, the Indian subsidiary found itself with the resources it needed for better and newer CNC machines. “We were already in contact with the local Haas distributor, who told us about a local company using a Haas machine – a VF-3,” notes Mr. Carvalho. “We went along and had a look at it. We asked the owner his opinion of the machine, and he was very enthusiastic. Personally, I was impressed with the spindle power and the control. I compared it to other machines, I talked to other people, and the Haas seemed like a very a good price for a machine with its features.” In 2004, the company bought a VF-2SS: the first of what would eventually turn out to be many Haas CNC machine tools. But, Mr. Carvalho remembers, it was hardly used for the first year. “Most of the work we were doing around then was 5-axis. We didn't really have the work for the 4-axis Haas,” he says, “but we took the opportunity to learn how to get the most out of the machine, so we used the time well.” * Before long, Turbocam Pvt. was using the Haas machine to rough-cut the turbines, and then finished them on their 5-axis machines. “We used the Haas to rough in two setups,” says Mr. Carvalho, “and as a result, our roughing times decreased substantially. We saw that the Haas machine was fast and reliable; it passed that test, but we really needed to start using it to finish machine the blades.” By coincidence, some of the orders the company received at that time were for less complex turbines that could be machined using just four axes. From this point onwards, the Haas was a fully-fledged production machine. “In 2005 we cut some test parts for Cummings,” says Mr. Carvalho. “A little later, they gave us the green light, saying: 'We are planning to go into production in a year, and want you to produce 10,000 parts per month.' We needed to tool up, get some more machines quickly. But, I'll be honest, I really can't say that everyone voted to go with the Haas machines at that time.” on the westward side, the warm Arabian Sea laps at beaches of white sand, where north-Europeans come to escape the frigid winters of home. Between them, the twin blessings of tourism and mining have made Goa the wealthiest state on the Asian subcontinent, with a per-capita GDP at least twice the national average. For Turbocam, it's an idyllic home, but the state's success also brings challenges. By early 2006, the company still hadn't decided what machine tool to buy. Turbocam Pvt. was convinced it should invest in the Haas machines, but the head office in the U.S. had different ideas. To build his case, Mr. Carvalho travelled to Hannover to visit the Haas Automation Europe booth at EMO, the biennial European manufacturing show. From there, he flew on to the U.S. headquarters in New Hampshire, where he met with his colleagues and presented his argument in favour of Haas machines. They resisted. “I told Terrence Miranda, Managing Director of Haas India, that he had to convince the American's to buy the Haas machines,” Mr. Carvalho says. “So, he arranged with Haas Inc. to fly our technical director, Keith Bainbrook, and our main machinist, Elliot Wilkins, to the factory in Oxnard, California.” Whatever their reservations, the visit changed their minds. The company management returned to New Hamshire with a very different point-of-view. “They were really impressed with how the factory was set-up. They saw how Haas builds its machines; they saw how many Haas machines the company uses on its own production line; they were impressed with the spares and inventory system, and the general philosophy at the company. We resubmitted our proposal to the head office, and they decided to give us the goahead. We placed an order for eight Haas machines – two lathes and six mills. Incredibly, our American office promptly followed suit and also bought eight Haas machines!” A few years later and Turbocam owned sixteen Haas mills and four lathes, all busy making up to 14,000 of the Cummings turbine parts every month. “Originally, we turned this part from bar,” Mr. Carvalho explains. ”But it wasn't very cost effective, and created a lot of waste. Now, we ask the customer to manufacture the forgings and send us the components once they are rough turned, so we can do the final turning. We check every single component – the guys on the lathe do this – before we move it up to the milling process. Finally, every one finished component in eleven is checked 100% in our air-conditioned CMM room.” Quality control is vitally important. Turbocam's customers are automotive companies like Chrysler, Volvo, and other well-known names. “They want to be sure that every part can go straight to the production line,” says Mr. Carvalho, “so our machining processes need to be robust and stay within the CPKs, the control parameters.” At the time of this writing, the company is expecting another delivery from Haas India. By April 2011, it will have 23 Haas mills: 22 VF-2SS and 1 VF-3SS. Plus, of course, the four Haas lathes. In a typical week, the machines are switched on at 6.30 am Monday morning and switched off at 10.30 pm Saturday. Sundays are set aside for preventive maintenance, and a wellearned break for the company's xx employees. The southern state of Goa is surrounded by treasure: Inland, there are the hills of deep red earth, rich in minerals and ore deposits. Opposite, “There are many growth industries here,” says Mr. Carvalho, “so it's not that easy to get the people you need.” Those Goan workers who are skilled often can't earn enough locally to keep up with rising living costs, so they look overseas for opportunities. It's well known that much of the labour that built Dubai's skyline came from South Asia. But the streets in the United Arab Emirates are not always lined with gold. The work is notoriously hard, and appalling safety and living conditions have caught the attention of organisations like Human Rights Watch. If they had better options, perhaps some of these workers could stay home and still provide for their families. “Turbocam is dedicated to investing in the people and communities here. Of course, we want employees to be loyal to us,” says Mr. Carvalho, “but the firm was founded on Christian principles and the company's mission statement reflects its values.” In an open letter on its website, founder Marian Noronha reflects on Turbocam's mission to “give(s) generously to help those in need, locally, nationally, and internationally.” The company's philanthropic attitude is fundamental to the way it does business, but it is also, fortuitously, self-serving. Conditions in India are changing fast. As salaries and living conditions increase, inflation and costs do so, too. Success, therefore, depends not only on having access to the latest technology, but also to a large extent on the education, skill level, and well being of employees and their communities. With its strong sense of corporate responsibility, Turbocam is proving that FDI doesn't only make good business sense, but can also help a developing economy overcome more than just a shortage of foreign currency.
  6. 6. There aren't many conglomerates left in the world that are as successful in so many disparate market sectors as Mumbai-based Godrej. From humble beginnings in the late 19th century, this well-regarded company, with its ubiquitous tricolour logo, is probably one of the best-known brands on the Indian sub-continent, making everything from engineering products to vegetarian soap to refrigerators. Godrej Godrej employs most of its 10,000 employees at moulds and dies used to manufacture countless says Mr. Nayak, “until we discovered Haas. We its expansive headquarters in Mumbai. The die cast aluminium parts for its myriad products. couldn't believe how capable they are; we have no campus is home for much of the company's Godrej owns 18 Haas CNC machine tools, five of problems regularly achieving tolerances of 10 microns.” multifarious manufacturing activity and looks which are used in the tooling department, an more like an immaculately maintained suburb of operation overseen by Mr. S. M. Nayak, the country's second most populous city than the General Manager of Engineering Services. Several of the company's other Haas machines “Three of the Haas vertical machining centres are they operate 24 hours a day in a production are employed in its lock-making division, where base of a prolific manufacturer. Along its wide streets are its factory blocks, each dedicated to a different product or engineering service. Some of being used to make electrodes for our sinker EDM configuration for a line of products that Godrej has them are unremarkable looking concrete buildings machines,” he says. “The other two, VF-3s, are been making in one form or another for all of its of three or four stories. One or two are cavernous, used to make conventional moulds and 114 years. The division uses four Haas VF-2s, 100-foot-high hangars with gaping doors that look dies in steel.” two VF-2SS Super Speeds, and two SL-10 lathes. big enough to swallow an airship. Between them, they make pin cylinder locks in brass and stainless steel. Tolerances are typically In one particularly neat enclave is the company's glass-fronted showroom, where visitors can see is to do the right over the expedient, but without 20 to 50 microns and batches are 200 to 1000 units per shift, depending on the component being sacrificing opportunity. Being privately owned means Godrej can make its own judgement call. an example of each of the many domestic and machined. The VF-2 machines are fitted with two “We chose the Haas because we are always small-scale industrial products made nearby. In rotary tables on each table, with different types of looking for the top machines: good quality CNC addition to DVD players, washing machines, fixtures to accommodate the wide-variety of part machine tools that are cost-effective, reliable, and microwave ovens, and kitchen tables, there are shapes and sizes. easy to operate,” says Mr. Nayak. walk-in safes, vending machines, office chairs – “Our company provides its employees and their families with extensive social support,” says Mr. D.K Sharma. “On our Mumbai campus there is a purpose-built school, and a memorial hospital with even hospital beds. Products that aren't suitable In the company's Precision Engineering Systems 110 beds and a fully equipped intensive care unit. for display or won't fit in the showroom – animal (PES) division, Haas VF-3 machining centres are There's also housing and accommodation for all feed, edible oils, satellites, India's largest radio used to make critical components, such as the levels up to senior management, and even a hill- telescope, and components for the country's stator ring, hub, carrier arm, and disc rotor for wind top country club. space program, are represented graphically or Electrodes for EDM (electrical discharge turbines, one of Godrej's latest and fastest- using detailed scale models. It's a breathtaking machining) sinker machines create an imprint or growing manufacturing activities. array, by any standard. cavity in a machined workpiece. Electrode holders “The future of our country depends on the intellectual capacity and the learning capability of clamp the precision-machined, tungsten carbide Our distinguished host for the day is “Haas machines are reliable, user-friendly, and the young India,” concludes Mr. Sharma. “Twenty- electrodes in place to ensure a high degree of flexible,” says S.M. Nayak. “We're already five percent of our company's shares are owned by the Pirojsha Godrej Foundation Trust, which Mr. D K Sharma, Vice President Tooling Division accuracy and repeatability. The process is achieving 65 to 70% cutting time, and we are Godrej & Boyce Mfg Co Ltd. “Godrej is well-known typically used when the surface finish of a always looking for ways to make our operations provides communities around the country with in many different industries,” he says. “It is vitally component and the dimensions of intricate more efficient. We're also adding more capacity,” schooling, medical treatment, education, and important that we choose our technology partners features are critical, which means the electrodes he adds. “Later this year we will order two more disaster relief.” very carefully. We have several Haas CNC themselves have to be very finely machined. Haas VF-8 machines for our tooling division, and machine tools, which I'm glad to say are versatile, reliable and capable machines.” one for the MHE division.” “Given the complexity of the electrodes and the Godrej's investment, relentless innovation and wide-reaching philanthropy mean that it will play a accuracy we need to achieve, we originally The founding family and the senior managers very important role in the socio-economic and A short walk from the showroom is the company's thought we would have to buy high-end, at Godrej know that the company's future depends industrial development of India for at least another busy tooling machine shop, where it makes the expensive European or Japanese machines,” on helping India's disadvantaged. The challenge 100 years.
  7. 7. Appasamy Associates Group For the past few decades, the Indian government's National Programme for the Control of Blindness has been working to reach those afflicted with cataracts, all over the country. Mr. R.V Ravichandran is General Manager for Operations at Haas customer, Appasamy Associates Group. “Thanks to the government programme,” he tells me, “once someone with cataracts is in the system - even someone in a very remote location, they may only have to wait a week or two for an operation to restore their sight. In the UK, by comparison, I gather it can take up to several weeks.” Cataracts, he explains, are common in India for many reasons. “Ultraviolet radiation is a principal cause,” he says. “People spend a lot of their lives outside in very bright sunshine, so by the time they are elderly, many need surgery.” Poor diet is also a cause, affecting all age groups, not just seniors. Diet for a great number of people in India varies little from the national staples of Roti bread and rice. Seafood is a principal source of Iodine, but in inland areas where fish is scarce, Iodine deficiency is common and as a result, even the very young can develop the milky, opaque clouds that reduce to nothing their view of the world. The company also has an office and lens manufacturing facility in New York City - Ellis Opthalmics, near JFK airport, the output from which is almost all imported back into India. “Indian doctors want US made, imported lenses,” says Mr. Ravichandran, “even though they cost more.” Other than lenses, almost all of the company's milestone products and innovations over the years have been those that met a local need at a cost far lower than imported equipment. Formed 33-years ago, the company is still chaired by its founder, P. S. N Appasamy. In the 1970s he worked in the USA for a contact lens manufacturer and soon began his own company making a lowcost product to freeze the nucleus of an eye, ready for removal. At that time, a European company made the only similar machine capable of doing the same job. The European machine was too expensive for doctors in India. Mr. Appasamy simplified the design and was able to sell a more suitable product for a far lower price. The new machine became very popular in India and made cataract removal a much more viable procedure, particularly for peripatetic doctors taking their services to patients in rural and remote areas. Appasamy employ's over 2500 people: 1380 at the Puducherry factory, with most of the others based at plants in Calcutta, Chennai and Dehli. The company's current annual sales are more than US$2billion, and many of its mainstay products are made on a line of twenty Haas CNC machine tools as its Puducherry factory. Appasamy makes 80% of the interocular lenses used in India to treat patients with cataracts. A replacement, interocular lens is a flexible, plastic insert with positioning and holding struts called haptics. The patient's own lens is removed – usually after it is cryogenically frozen, and the new one is implanted inside the capsular bag of the eye. Often, especially where the patient is elderly, the resulting vision is better than the natural lens before it became diseased. Appasamy produces 300,000 lenses a month, as well as the disposable syringes used to inject them into the eye and an enormous range of other instruments and equipment used in eye clinics and hospitals. A single Haas Mini-Mill, eleven VF-1 vertical machining centres and eight SL-10 turning centres, make, between them, the parts for1800 different surgical instruments and pieces of equipment in the Appasamy catalogue; products such as microscopes and slit-lamps used in clinics and operating theatres, and tonometes, for testing the pressure of an eyeball. “The tonometer is one of our best-selling products and is our own design,” says Mr. P. Prakash, Deputy Manager CNC. “All of its 45 different parts are made on the Haas MiniMill. We make 150 finished units a month.” Another successful, home grown Appasamy product is a YAG laser. After a cataract is removed and replaced with an interocular lens, it sometimes happens that the capsular bag becomes thicker and 'frosted' behind the lens, causing light to scatter before it reaches the retina. To alleviate the problem, a laser is used to perforate the opaque area of the capsule, allowing light to penetrate more readily. For 20-years, German optical company, Carl Zeiss, made the only YAG laser available in India, until Appassamy designed and built a lower-cost version. Ophthalmology is the branch of medicine that deals with the anatomy, physiology and diseases of the eye. In India, cataracts are the most common cause of preventable blindness, and one company in particular makes the equipment the country's ophthalmologists need and rely on to treat the afflicted. Appasamy counts more than 10,000 Indian doctors as its customers, all of who are looking for lower-cost and simpler alternatives to imported products, such as ultrasound machines that used to cost $200-300,000, but that Appasamy now supplies for just $10,000. The Appasamy Slit Lamp alone has 60 components, some turned, some milled, made from aluminium, stainless steel and brass. The company completes 350 assemblies a month, and aims to increase production to 500 a month. The optical assembly for the operating microscope is made on the Haas VF-1s. There are two models of the finished product: one with continuous magnification, the other with step-magnification, the drum of which is machined in aluminium to 5 microns on the Haas VF-1s. The Appasamy Keratometer, for measuring the curvature of the cornea, used to be made by a Japanese supplier and imported into India, but is now also made by Appasamy. EdgeCAM software. The company's less-invasive system for replacing interocular lenses eliminates the need for surgical stitches, since the hole made to insert the lens is smaller than 5mm. The replacement lens is furled and injected into the eye, where it unfolds, like a ship in a bottle. By eliminating the need for stitches, the procedure is quicker and easier and there's less chance that the eye will deform and lose its shape. As well as making the lenses, Appasamy also makes the single-use syringes, whose moulds are machined on a Haas VF-2 Super Speed. With so many parts and products, it's not surprising the company spends a great deal of time and effort designing quick-change fixtures and fittings. Batches are often as small as 2-5 components, and some of the machines are setaside for development work, proving programmes - generated by its EdgeCAM software, and reducing cycle times. On the day of my visit, a long line of new Haas machines, still wrapped after their journey across the North Pacific, were waiting in an unused part of the factory to be unpacked and installed. “The YAG laser is another Appasamy success story,” says Mr. R.V Ravichandran. “Carl Zeiss only ever sold around 1600 YAG lasers. In the eight years since we launched our product, we have sold 1000 examples.” “We have sixteen new Haas machines here this week,” says Mr. Ravichandran, “ten VF-1s, and six ST-10s. Eighty percent of our employees on the production line are female and they like the Haas machines because they are easy to operate and maintain. The Taiwanese machines we had before were big, complex and intimidating.” Many Appasamy products contain fine, small parts made on the Haas machines. Mr. Ravichandran claims the women machine operators have good manual dexterity, but the main reason why they populate the lines during daylight hours is so they can be at home with their children during the evening, night and early morning. “The women work the day shifts and the men work the single night shift,” he says. “Many of the women join our company directly after school or college and work here for three to four years, until they marry. Some return and continue, many stop work to have children.” With a seemingly inexhaustible demand for clinical equipment and instruments, and with such an enormous, customer base of indigenous ophthalmologists, it's no surprise that Appasamy has enjoyed uninterrupted growth for the past two decades. Business is brisk, in no small part due to the company's relentless development of innovative, lower-cost products. Doctors in India are free to undertake their own private practice, so it is essential that equipment is affordable, which is also why Appasamy runs a scheme to help doctors buy the equipment they need to undertake cataract surgery. But the company also exports its products, and regularly attends trade shows in the USA and Europe. By doing so, it qualifies for lower taxes on imported machine tools, under a government run incentive. “Because we export a large part of our production, import duties on the Haas machines are less,” says Mr. Ravichandran. “Our company has also been recognised and awarded for exports, by the Indian government. We received The Engineering Export Promotion Council of India award for the best performance under the category small scale industries.” A lot has been written in recent years about the surge of technology that's swept across India, but authors are usually referring to the Internet and broadband networks, which have permitted locals to access business opportunities that originate thousands of miles away. Call centres in India have transformed the customer-interface of every cost-cutting insurance company and ticketing agency in the UK and the US. As a result, Indian college leavers can hold a white-collar position with a western company without leaving their native cities. What's less documented is how engineering companies in India like Appasamy are taking advantage of the best-available manufacturing technology, and in so doing are not only addressing the country's pressing social and health issues – such as helping the blind to see again, but are also quietly establishing innovative Indian products in growing, Western markets. What's good for eye patients in rural India, it seems, is also good for eye patients in the rest of the world.
  8. 8. Bharat Forge Limited Passing through the imposing gates of Pune-based Bharat Forge Ltd. (BFL), the roads become smooth and well tended. Immaculate lawn edges and trim hedges border the long driveway leading to the car park, where small cars and scooters form orderly lines. As a company, BFL has grown from its origins as a humble hammer manufacturer 40 years ago, into one of the largest, most accomplished and technically advanced forging operations in the world. It is the flagship company of the $1.25 billion (US) Kalyani Group, and describes itself as a “full-service supplier” of engine and chassis components. BFL is also India's largest exporter of automotive components, and has manufacturing facilities spread across six locations: two in India, three in Germany and one in North America. “We needed to prove that the Haas machines could produce a die within the cycle times and quality requirements we expected,” he says. “At that time, we wanted to machine a connecting rod die from H13 tool steel (50HRc), so we passed the challenge to Haas. The result was really impressive. In fact, it was no different to a set of benchmarking tests we had done on a Japanese machine that cost several times the price.” The turning point for BFL came in the late 1980s, when management at the company (then only selling to the market in India) decided to replace the ageing plant it originally bought second-hand from a U.S. supplier, with modern technology that would be the envy of forging shops the world over. The investment included new presses, new automation and the adoption of new manufacturing techniques, such as 5S and Kaizen. It was a bold strategy designed to make BFL a world leader in forging production. Mr. B.P. Kalyani – a relative of the company's chairman – was given the task of implementing the new practices. To tackle the challenge effectively, BFL created a Forge Modernisation Division, and today Mr. Kalyani is its Senior Vice President. Over the years, BFL has invested to create stateof-the-art facilities and world-class capabilities, such as fully automated forging and machining lines comparable to the best in the industry. The company's customer base includes virtually every global automotive OEM and Tier I supplier, including: Daimler Chrysler, Toyota, BMW, GM, Volkswagen, Audi, Renault, Ford, Volvo, Caterpillar, Perkins, Iveco, Arvin Meritor and Cummins. Annual turnover of the 4,000employee, publicly traded company is in excess of $600 million. Business and industry journalist Matt Bailey took the short flight from Mumbai to Pune recently to visit one of India's – and the world's – most successful forge manufacturers. “Our biggest challenge was to absorb the technology,” he says. “It was all very new to us, but somehow we had to learn how to get the most from it – fast.” Word soon spread about the company's investment, and new customers sought the company out. One such company was U.S.-based axle assembly manufacturer Arvin Meritor, which duly placed an order for 1,000 forged axle beams per month. “We were able to offer them a product 20 percent cheaper than their previous supplier,” says Mr. Kalyani. “All of a sudden, the hard work and investment began to pay off.” Over the subsequent decade, the influx of orders accelerated, but despite the success, a problem began to surface: The die machining shop was struggling to keep pace with the forging lines. “We knew we had to start looking at high-speed CNC machining centres,” explains Mr. Kalyani. “At first, we only looked at various Japanese, German and Swiss models – the ones we had heard of. But the quotes were very expensive. We thought that must be the going rate, but then we came across Haas.” Mr. Kalyani admits he had not heard of Haas previously, but says the machine specification-toprice ratio was a real surprise. Only company policy, which demands that benchmarking tests take place between prospective supplier products, prevented him from placing an order immediately. That was in 2001. Today, BFL owns 23 Haas machine tools: 16 VF-4 CNC vertical machining centres (the five most recent delivered in September 2005); two VF-7 machining centres; two VF-2 models; one EC-1600 horizontal machining centre; one Toolroom Mill and one Mini Lathe. All of the Haas machining centres are fitted with 10,000- or 15,000-rpm spindles, as well as through-spindle coolant and high-speed machining options. In fact, BFL claims to have specified all of the available options on every machine it has purchased. The machines even have air conditioning units fitted to the control cabinets to counter exceptionally high in-shop temperatures. “We work the Haas machines very hard – 24 hours a day, seven days a week,” says Mr. Kalyani. “Temperatures in the factory often can exceed 40°C (104°F). We can't afford to take any chances, so we use cooling systems. Some of our Japanese and German machines are also cooled, but none cope as well as the Haas machines.” Working around the clock, the Haas machines, run by five operators, produce a total of approximately 550 dies per month for forgings weighing up to 350 kg. Typical end products include crankshafts, connecting rods, front-axle beams, rocker arms, steering knuckles, transmission parts and hubs. In fact, BFL claims to be the largest manufacturer of crankshafts in India, and the second largest worldwide, with annual production well in excess of 100,000 units. “We are immensely pleased with the performance of our Haas machines,” says Associate Vice President Mr. S. Rangan. “Before they were installed, the cycle time for a typical crankshaft die was 40 to 50 hours, now it is 14 to 15 hours. Similarly, a die for a connecting rod was machined in 40 hours, whereas now it takes just four. Add to this the fact that there is no bench or polishing work, no tool marks or cracks, and it is easy to see why we are so pleased. The days of separate roughing and finishing are also behind us. All of our dies are now machined complete in a single setup on a single machine.” Mr. Rangan states that two further forging lines are planned for next year, which will subsequently require yet more die-machining capacity. The company is also considering the acquisition of two more plants, one in Europe and one in China. He says that this ambition is targeted toward improving “speed to market.” A decade ago, the time taken from receipt of drawing to delivery of a hard-forged sample was around two months. Today, it is a couple of weeks. BFL's two-year target is to reduce it to just three days! In the company's training division, a Haas Toolroom Mill and Mini Lathe are used daily by roughly 30 BFL trainees undertaking one-and-ahalf year apprenticeship programs. “We've never been afraid to invest,” says Mr. Kalyani. “From the very beginning, the chairman invested the majority of profits back into the organisation. It's become a culture at BFL. Every company has the ability to define its own culture, and this is ours.”
  9. 9. Capiq Engineering There are many points of view concerning the perceived threat to Western manufacturers posed by their Eastern counterparts. Perhaps the most commonly aired of which focuses on the apparent cost advantages they appear to enjoy. Mr. Bipin V. Chemburka, co-founder and director of Capiq Engineering, Vadodara, India, is direct and to the point when offering his counterargument: “It's not enough for Indian companies to compete on cost alone,” he states, emphatically. “Those that do so are living in a fool's paradise. “If, for example, a U.S. company is doing the same job as us, on the same machines, using the same number of people, we can't compete. Any economic advantage we have is wiped out by shipping costs and India's relatively high interest rates.” In fact, claims Chemburka, the only way we Indian manufacturing companies can compete effectively with the rest of the world is to do a better job. Broker Mr. Chemburka and a business partner established Capiq in 1991, and have built the company on a cultural bedrock of innovation and hard work. Originally a machine setter and operator for Crompton Greaves, a manufacturer of fans, transformers and motors for domestic products, Chemburka established Capiq as a broker, negotiating manufacturing contracts for others. Shortly after, he discovered a sizeable market for the production and supply of precision components and assemblies, and quickly began manufacturing operations to meet the demand. Since those early days, Capiq has pursued its stock in trade relentlessly, and with an indefatigable passion for quality. In the process, the company built a strong order book for bespoke, high-value components and assemblies. Thanks in large part to its overseas business, the company is now an ISO9001:2000 accredited, $2 million turnover organisation employing more than 90 people, many of whom are English-speaking skilled engineers, technicians and machinists. Capiq Engineering is one of a growing number of similar, privately owned companies in India proving that when it comes to global business, almost no one is excluded, providing you invest in the latest technology and best practices. U.S. Machine Tools Like many of the manufacturing companies I met during my visit to India, Capiq's machine shop works 24 hours a day, six-and-a-half days a week. The components it makes range from relatively small metallic parts weighing a few grams, to assemblies weighing up to 25 kilograms. One way the company has prospered is through maximising the productivity of its available machining capacity. It's not rocket science, but it's surprising, says Chemburka, how few companies actually make the most of their existing machine tools. “We like to mount as many fixtures on a machine as possible,” he says. “It's not unusual for us to cut several different parts on the machine at the same time.” To meet growing demand, Capiq has recently invested in several high-quality CNC machine tools, including a Haas SL-10 CNC turning centre with high-pressure coolant system and bar feeder; a Haas VF-2 CNC vertical machining centre; a VF-2SS CNC high-speed VMC; another SL-10 (with Haas servo bar feeder); an SL-30 big-bore CNC turning centre and a Haas TM-1 CNC Toolroom Mill. The Haas VF-2SS high-speed vertical machining centre has made quite an impression at the company. Capiq uses the machine to produce aluminium medical-assembly components, reducing cycle times by approximately 70 percent over previous methods, and improving surface finish in the process. “Haas machines are very good value for money, as they are very capable,” Mr. Chemburka says. “By taking care with tooling, fixtures and coolant, we can consistently achieve tolerances as tight as ±2 microns. It just takes a little TLC (tender loving care).” Capiq's Haas SL-10 is currently employed producing complex flow valves that control the movement of robotic arms, manufacturing some 15,000 per month for one of the company's U.S. customers. The Haas SL-30 turning centre produces leadedsteel valve casings, machining a blank weighing 9.2 kg down to a 2.1 kg, finished component. At present, this is machined in three setups on the SL-30, plus a further setup on another machine. However, the company is currently considering installing a Haas SL-30 with C-axis and live tooling. This would reduce the number of setups to two. At time of writing, the company was working on a PCB mounting head consisting of a base plate and a piston moving along two parallel pins. The device is used to mount components on PCB boards at very high speeds. The tolerances are extremely tight, as any inaccuracy would cause excessive damage when moving at speeds approaching 30 strokes a second. Early development parts have been machined on the Haas TM-1 Toolroom Mill. “If the customer, a U.S. company, is happy with the part, the order will be for approximately 18,000 a year.” says Mr. Chemburka. “Typically, U.S. and Chinese competitors are not interested in high volumes accompanied by such strict quality criteria. This is a great niche for us.” And a lucrative niche it's proving to be. The company is growing at the rate of 35 percent per year, thanks in large part to the vision and determination of its founder, but also, undoubtedly, to investing in the very best CNC machine tool technology. “We're all competing on a global playing field,” concludes Mr. Chemburka. “The technology, and therefore the opportunities, are available to everyone, everywhere.”
  10. 10. Diesel Machinery Works Perunderai, Coimbatore: A dusty country road leads to the company's main gate, but visitors to Diesel Machinery Works (DMW) shouldn't be fooled by first impressions. Inside the company's whitewashed factory, high-tech manufacturing operations are running around the clock, producing components for automotive, compressor, valve, pump and agricultural customers. Much of the company's production is exported, a fact that owner and founder Mr. Shanmugam is particularly proud of. ““Although there are many opportunities in India, Industry here is very competitive,” he explains. “We realised that to succeed in the long term, DMW would need to export. The Indian economy is open to the whole world and we wanted to target business from overseas customers.” Mr. N Shanmugam, his brother and three additional employees started DMW as a jobbing shop just 14 years ago. Since then, the company has enjoyed significant growth and these-days employs a total of 150 people working three shifts, six days a week. It is still located on the 20-acre farm where Mr Shanmugam was raised, a place where his family lives in a newly built house adjacent to the 20,000sq.ft factory. A Coimbatore precision engineering company has discovered that investing in people and world-class technology opens doors to worldwide markets. Haas machines on the factory floor. The company's course in CNC Programming and Operations has a curriculum defined in consultation with industry, and includes programming, operations, machine setting, tooling and maintenance. “We did consider other machines,” says Mr. Shanmugam, “but the functionality, quality and price of the Haas machines put them at the top of our list.” Working Smarter In the company's workshop, stacks of completed parts sit adjacent to the Haas machines. At the time of my visit the company's Haas SL-30 CNC turning centre was employed turning a batch of wheel hubs for UK commercial vehicle manufacturer, Leyland. DMW produces around 225 cast iron wheel hubs every day on its Haas turning centre and each is inspected by the operator. The ISO9001:2000 accredited company certainly doesn't skimp or cut corners when it comes to doing the job well. “Quality control is the most crucial part of our work,” says Mr Shanmugam,. “Each process is closely monitored using flow charts and statistical methods. We also deploy 5S and TPM procedures.” Across the factory, two Haas VF-3 CNC machining centres are producing valve housings for a Canadian company and compressor housings for a US customer. Mr Shanmugam explains that the valve housings would normally require the use of a horizontal machining centre. However, using the Haas HRT310 rotary table as a fourth axis allows DMW to use the vertical VF-3 instead, which represented a far smaller investment. “There is no doubt in my mind that the decision to invest in Haas CNC machine tools was a turning point in the company's history,” he says. “It has allowed DMW to secure contracts from major customers that would not have considered using our manual machine capability.” The CNC Centre has two full time CNC trainers who also teach students the principals of CAD and CAM. After course completion many of the students migrate to Europe where demand for CNC operatives with both qualifications and experience is high. Most remain in India, with a few taking up posts with local companies. Mr. Shanmugam describes himself as a 'technocrat entrepreneur', a title, he explains, which may not sound as complimentary to Westerners as it does to Indians. The Next Generation Such has been DMW's success with CNC technology the company is using its newfound knowledge to teach students at a recently built training facility known at the DMW CNC Centre. As an ex-lecturer at the nearby Kongu Polytechnic College (his wife still works there, also as a lecturer), Mr Shanmugam is particularly proud of his latest venture. Of the 150 staff employed by the company, 25 are trainees. “The Haas machines are ideal for training purposes,” says Mr Shanmugam. “They are easy to understand and very user friendly, even for students with no previous hands-on experience.” Despite being less than a year old, the DMW CNC Centre is already making a name for itself. Up to 30 students a month pass through its doors. Most are diploma graduates from the local colleges looking to add practical experience to theory. They spend half their time in front of a Haas control simulator learning CNC programming, and the remaining time training on-the-job using the “In India, we are very proud of our engineering capability. At DMW, we always look for opportunities to grow and expand what we can offer. Currently we provide sub-assembly production, CADCAM services, including solid modelling and FEA, reverse engineering, 3D/2D drawing conversion, CNC code generation and raw material sourcing. To continue our success means investing in the best people and the best technology available.”
  11. 11. Euroflex Transmissions Ltd. Flexible Friends Mr. N. S. Shenoy has come a long way since launching his precision manufacturing business just 14 years ago. A financier by profession, Shenoy spotted a market opening for an Indian manufacturer of high-performance flexible disc couplings for high-power and high-speed applications. The opportunity was sufficiently promising that he left his previous employment – and profession – to set up a joint venture with UK company Euroflex Transmissions Ltd. At first, Mr. Shenoy had no staff, no factory, and outsourced almost all of his manufacturing operations. Today, the company is a $4 million enterprise with a promising future, and a reputation for innovation. Hyderabad-based Euroflex Transmissions (India) Pvt. Ltd. proves that, in the manufacturing sector, having the right friends can be just as important as having the right ideas and the best technology. New Ideas Couplings were just the beginning. In the past few years, the company has expanded its product range into rotor and stator blades for turbines. When Mr. Shenoy went looking for new opportunities, he typically put his customers' objectives first. Today, the company produces in excess of 3,000 compressor blades per month for steam and gas land-based turbines, as well as aero engines. The machining centres are arranged in pairs, with each pair operated by a single person. The company runs a 16-hour, two-shift system over six and a half days per week. To meet future growth projections, Early Success Like all business start-ups, the company's early years were filled with uncertainty. But in 1994, an Indian customer opted to try the services of Mr. Shenoy rather than buy direct from the UK. Two years later, Euroflex Transmissions India was doing well enough to build its own one-stop shop for coupling production. Today, Euroflex India supplies flexible disc couplings to a number of well-known OEMs around the world, including GE, Peter Brotherhood and Siemens – the latter specifying Mr. Shenoy's company as one of its two preferred vendors for this type of product. It's a success story that reflects the endeavour and entrepreneurship of a hard-working business professional with an eye for opportunity, and a strong commitment to relationships, trust and mutual benefit. “I placed my entire life savings into this venture,” Mr. Shenoy says, “but I couldn't have done it without the support of Euroflex Transmissions Ltd in the UK. Their 49% stake in my business enabled me to finance the technology I needed to get started. Not many companies would have been as willing to do this, and it showed great faith in me. It's something for which I will be eternally grateful.” In 1998, Euroflex Transmissions India approached a prospective customer and asked for a sample turbine blade and the associated CAD model for it. The aim was to reproduce the blade at a lower price than the customer was already paying – in the same or shorter lead-time, with no loss of product quality. Shenoy's philosophy of building a relationship based on trust was the key to eventually winning the business. It's an approach, he says, that helped put the customer at ease. “We had no technology assistance or advice from the customer,” Mr. Shenoy says. “There were no costs involved, nothing in writing, nothing legal, nothing binding. All we asked for was an agreement that if we succeeded, they would consider buying the product from us. I appreciate that the move from flexible couplings to turbine blades may seem unlikely, but we're not afraid to make mistakes. As they say, only those who don't try never make mistakes.” New Technology To make those early prototypes, the company invested in its first US-built Haas CNC machine tool: a VF-0E vertical machining centre with fourth axis and on-machine probing. After two years of designing and making improved versions of the customer's turbine blade – machined on the VF- Mr. Shenoy anticipates the purchase of another four Haas machining centres every year for the next five years! “There are many reasons why we select Haas machines,” he says. “They are compact, user friendly and competitively priced. Also, Haas is one of the few machine tool companies to develop its own control, which is married to the machine perfectly. To me, this is the biggest success of Haas.” The company uses its Haas VF-2s to finishmachine components in a wide variety of materials to tolerance limits of around 20 microns, as well as perform roughing operations on parts manufactured from cast iron, brass and aluminium. All components are inspected 100 percent at every stage to allow complete traceability throughout the manufacturing process, as you'd expect from an ISO 9001- looking towards further product lines to help certified company. continue his company's growth. These remain Shenoy claims that to repay his “debt” of gratitude that the next one may be another turbine-related to the UK parent company, he chose to merge the product, possibly alternators. close to his chest at this stage, but he intimates proceeds from the new venture with his Euroflex business. The company has four selection criteria for new products: They must be technology – not price – 0E – Euroflex India was awarded its first “Although turbine-blade manufacturing has production contract for them in 2000. That event driven; have high margins and low volumes; have nothing to do with Euroflex in the UK, I have a difficult entry barrier; and have a reasonable led to an order for five Haas VF-2 CNC vertical chosen not to separate the business's activities,” resale value in the event of failure. machining centres. In 2005, this already says Mr. Shenoy. “Euroflex UK therefore owns impressive armoury was boosted further by the 49 percent of my new activities.” acquisition of an additional four VF-2 machines – “These are the reasons we are not in the highvolume automotive or telecommunications a model that Mr Shenoy says is the perfect size to Despite the phenomenal success of Euroflex industries,” says Mr. Shenoy. “It has to be a niche manufacture turbine blades. Transmissions India, Mr. Shenoy is already product. Otherwise, we don't want to get involved.”
  12. 12. Parveen Oilfield Parveen Oilfield is investing in U.S. machine tool technology to stay ahead of the competition in the booming oil engineering industry. U.K.-based business and industry journalist Matt Bailey braved the monsoon season to investigate. With the price of a barrel of oil at an all time high, and in order to meet burgeoning global demand, the world's big oil companies are embarking on major new programmes of exploration. New wells are being bored, new pipelines laid, new rigs constructed, and new extraction and refinery equipment is being designed and manufactured. Compared to other industry sectors, the projects and their capital expenditure are frequently vast, and can mean lucrative contracts for product and component manufacturers with the necessary technical capability and experience. The origins of Parveen Oilfield can be traced back to the year 1960, when the family business was founded to manufacture metallic conduits for electric cables. In 1983, the company diversified to meet increasing demand from the Indian oil industry. In the two decades since, it has grown to be a leader in the design, development and manufacture of oilfield equipment. Its name is synonymous with quality and high-precision machining, and as a one-stop shop for its global customer base. Works Director Mr. N.H. Jeswani has been with the company from the early days. “Not long after our first few contracts with companies in the oil and gas sector, we started designing and manufacturing products ourselves,” he says. “We began by producing basic wire-line service tools and pipe fittings for the oil industry in India, before gradually increasing our product portfolio for the export market.” Today, Parveen Oilfield has its headquarters – with 110 employees – near Mumbai, another smaller facility in the older part of Mumbai, plus a further two in Delhi, where a third is shortly to be constructed. Across all facilities Parveen employs around 500 people, who help the company meet demanding delivery schedules for its range of around 300 different products. “The Haas machines have proved very reliable,” explains Jeswani. “The company works around the clock, so reliability is a key factor. We have also experienced improved productivity and higher output rates since the machines were installed.” The Parveen portfolio includes the design and manufacture of a wide range of equipment – for cementing, coil-tubing pressure control, gas lifts, rotary drilling, sub-surface flow control, sucker rods, well heads, Christmas trees, “fishing” and logging tools, and valves. In fact, the company does almost anything and everything needed above and below the surface during all phases of oil and gas exploration. The Technology Leap Around three years ago the company decided the time had come to replace some of its older Indianmanufactured machine tools with CNC technology. Mr. Jeswani had seen Haas machines at an exhibition in Mumbai, where the Indian Haas Factory Outlet (based in Pune) had a stand. “Cost and quality were the primary reasons why we opted to purchase a Haas SL-30 big-bore CNC turning centre,” he says. “Of course, so many oilfield products and components are tubular that it made sense to start with a turning machine.” Such was the success of the Haas SL-30 that Parveen recently added to its Haas armoury, purchasing a further four machines in 2005: another SL-30; an EC-1600 horizontal machining centre; a VF-5 50-taper vertical machining centre fitted with a Haas HRT-450 rotary table; and an SL-40 turning centre with an SMW indexing chuck designed specifically to allow machining of all the faces of steel valves in a single setup (see picture). Parveen operates 24 hours a day, seven days a week. Where in western companies this would represent a three-shift system, astonishingly, Parveen operates just two shifts, with employees working 72 hours a week across six, 12-hour shifts, with just one day off a week on a rotation basis. With labour already working at maximum capacity at Parveen, investment in CNC machine tool technology made perfect sense. “Our biggest challenge is keeping up with demand. Once a customer has placed an order, it's invariably required yesterday,” quips Mr. Jeswani. “We make everything to order rather than for stock, so now that we have reliable machines, meeting tight delivery schedules is far easier.” With business swift, Parveen's Rabale site is at near capacity. An expansion representing an increase in floor space of 50 percent is currently being commissioned. It will house the latest CNC machining equipment, including a total of 13 new Haas machine tools, which are presently on order. The company's order book is so healthy that Mr. Jeswani is confident he can keep the new machines and extra staff just as busy. Low labour costs have certainly helped Parveen, as has the relative abundance of young, highly skilled engineering graduates passing through India's university system. But its also the company's willingness to invest in technology and quality processes that enables it to win and retain customers in the long term. Parveen has embraced CNC technology and is reaping the rewards. The company has also achieved ISO9001:2000 quality accreditation status, and holds 13 API (American Petroleum Institute) licences to manufacture oil industry products, which it claims is the largest amount held by any company in India. Add all this to its 25 years of experience in the oil sector, and it's easy to see why Parveen's services are so popular. Around 70 percent of the company's production is exported, sold via Parveen's extensive network of agents. As an oilfield supplier, it should come as no surprise to learn that the company's chief export regions are the U.S., Canada and the Middle East. “Our customers are interested in quality, delivery and trust,” says Jeswani. “We have an ISO audit every six months, and an API audit every two years. Price is less of an issue, given the high cost of oil, a factor that is driving the entire sector, making it very buoyant and providing most suppliers with a profitable period,” he concludes.
  13. 13. Patel Brass Works In my father's day, no one would have expected to find a world-class manufacturing company in Rajkot,” says managing partner Mr. Mahesh Patel, who is responsible for production and quality. “Our town has always been most famous as the place where Mahatma Gandhi spent his school years. “However, the area now has a cluster of progressive industrial organisations, a development that we like to think has been encouraged by the success of our company.” Patel Brass Works Patel Brass Works (PBW), founded in Rajkot in 1948 by the late Mr. Shri Patel, is a global leader in engine bearing manufacture. The company specialises in bi-metal and tri-metal bearings, bushes and thrust washers for engines, compressors, earthmovers, locomotives and a wide range of other reciprocating and rotating machinery. PBW is ISO 9001:2000 accredited, has more than 300 employees and exports to 20 countries. By 1965, the company had gained significant experience in casting and finishing non-ferrous components, and had begun to develop critical components like bi-metal bearings to meet the demand driven by the local manufacture of slow-speed diesel engines. Today, its customers are a mix of blue chip OEMs and aftermarket spare parts stockists and it currently enjoys a 75 percent share of the market for supplying Indian Railways with bearings and bushes. Over the years, PBW has implemented a programme of investment that has progressively brought manufacture of its bearings in-house. Following the purchase of raw material, PBW makes its own alloys, undertakes its own casting, machines its own parts and conducts its own inspection and test routines. In such a busy environment, the machining function is key, which is why four years ago PBW undertook a project to re-assess its in-house machine shop capability. Leap of Faith Before investing in his first Haas CNC machine tool, Mahesh Patel says that the company had three CNC machining centres, all supplied by Indian machine tool companies. “We weren't overly happy with their performance, and so when we required additional capacity, we decided to look at models manufactured by overseas machine tool firms.” PBW considered various German and Japanese models of similar specification, but found these to be much more expensive. “The cost-effectiveness of the Haas machines is underlined by the fact that they were selected over local competition,” says Mr Patel, “despite the imposition of a 5 percent import duty by the Indian Government.” The company now operates six Haas CNC machines. Indeed, its first two machines – both Haas Mini Mills – were purchased on the basis of the catalogue description alone. Matt Bailey visited a Rajkot-based precision engineering company to see how a combination of calculated risk and the application of the latest U.S. CNC machine tool technology has helped make the company a local and regional leader in manufacturing best practices. “The local Haas representative had popped-in once or twice before, so when we were ready, I gave him a call. Haas had recently launched the machine, and from the specification and price, it looked very tempting – so much so that we placed an order for two without even seeing one. There weren't any in our part of the country that we could view, so we had to make a leap of faith.” Whilst tolerances are tight at 4 microns, batch sizes depend on the size of the bearing. Most runs are fairly short, so ease of changeover was one of the key factors in selecting Haas. The machines also produce one-off prototype bearings that have been reverse engineered from customer samples, so the simple programming offered by the Haas CNC system is a significant advantage. “Four PBW operators are trained to program the Haas control,” says Mr. Patel. “I've never seen the Haas machines idle. I've seen all the other machines stopped, but never the Haas machines. They work 24 hours a day across two 12-hour shifts, six days a week. They never miss a beat.” Mr. Patel remembers that when the machines arrived, they fulfilled everything the catalogue promised. “Quality and accuracy was far better than our existing machines,” he says. “Moreover, the local Haas distributor proved it could give good technical support, and respond immediately if and when assistance was required.” Since then, PBW has added four more Haas machines to its workshop armoury: a Super Mini Mill, a 5-axis VF-2 CNC vertical machining centre, a TM-1 CNC Toolroom Mill and an SL-20 CNC turning centre. The machines are part of a major investment programme that has seen the company spend the equivalent of almost $1.5 million over the past two and a half years. Cost Advantage Like many Indian companies competing overseas, PBW has the cost of labour on its side, and although the country is not as cheap as China, it can offer quality, skilled labour, reliability and onschedule deliveries to match western engineering firms – at much lower prices. It's an advantage that Mr. Patel does not foresee changing significantly in the coming years, despite the pressures of wage inflation. “Our country will always have a cost advantage,” he says. “I don't think it will ever become like Europe or the U.S., at least not in my working lifetime. Of course, the gap will close, but I think India will have at least another 20 years of very favourable labour rates. Along with the best manufacturing technology available, we at PBW intend to make the most of them.”
  14. 14. Poonawalla Group Compared to the bustle of neighbouring Pune, the site of the Poonawalla Group headquarters is an oasis of orderly calm. Its perfectly maintained buildings, modern factory and spacious office interiors have the feel of a multi-national organisation, reflecting the company's success across a wide range of diverse activities. Perhaps best known as a UNICEF-approved manufacturer of vaccines and serums for everything from snakebites to MMR (measles, mumps & rubella), the Poonawalla Group also has a strong engineering arm comprising three separate companies that represent around 20 percent of its total turnover. One of these, Eagle Poonawalla Industry Ltd (EPIL), specialises in the manufacture of mechanical seals. With a 40 percent share of the Indian market, the company is the country's leading mechanical seal producer. “We have achieved market-leader status through a combination of first-class engineering, design and manufacturing,” says Mr. P. Chandran, director (works) of EPIL. “Our production facilities are among the best this industry has to offer. In fact, we have all the credentials one would associate with a world-class manufacturing setup.” Journalist Matt Bailey recently visited India's leading manufacturer of mechanical seals to see how the company is using U.S.-built Haas CNC machining centres to supply the country's leading pump manufacturer. “We had seen Haas machines in operation at Five years later, in 2003, EPIL acquired a second Sealol, and they appeared to be very reliable,” Haas VF-3, which is now situated facing the older says Mr. Chandran. “So when we next saw Haas machine in the same manufacturing cell. Both VF- machines at the Imtex machine tool exhibition in 3 machines employ 5-axes: The latest machine is India in 1998, we decided to carry out further fitted with a Haas trunnion rotary table. Looking at studies. We were particularly interested in the older machine, no one would be able to guess replacing a CNC vertical machining centre of it had been working 24 hours a day, six days a larger capacity that we had at the time. However, week for the past seven years, such is its when we compared features, capability and price immaculate condition. with machining centres from other manufacturers, Typically, says Mr. Chandran, the 5-axis systems allow EPIL to machine virtually all components in a single setup. Although 60 percent of the parts passing through the Haas machines are produced in small batches, the company is managing to save time by storing a few straightforward programs that are common to a range of components. The operator can simply call up a program and use it as the basis for the part required. we concluded that the Haas VF-3 was the one to buy.” “We believe a little maintenance goes a long way,” says Mr. Chandran. “We insist that the operator we employ to run the two Haas machines takes good care of them.” EPIL's busy workshop contains around 70 manual machine tools and a handful of more recently acquired CNC machines, including two Haas VF-3 CNC vertical machining centres. East meets West Poonawalla's first encounter with Haas technology was at a company called Sealol – based in Rhode Island, U.S. – with which it had a business collaboration until 1998, when Sealol was purchased by UK firm, John Crane. The move ended the union for Poonawalla and for Eagle, a Japanese company that had also collaborated with Sealol. However, the common technology and expertise shared by Poonawalla and Eagle meant the formation of EPIL later the same year was a natural progression. Five Axes A key component machined on the VF-3s is an oil seal housing: a complex part requiring considerable milling, drilling and threading operations to take place at different compound angles, as well as machining on multiple faces. Using the Haas machines, the part can be completed in just two setups – considerably fewer than the company required previously for the same part. Today the company uses the machines to produce components for what it describes as “engineered” seals. These represent almost all of the Operators are far more than “button pushers” at EPIL, where the philosophy is to employ graduate engineers with a minimum of one year's work experience to run the company's 5-axis CNC machines. EPIL finds it is then able to place considerable responsibility with the operator, asking him to undertake programming, tool setting, inspection and maintenance tasks. It's one of a number of strategies that has helped EPIL (still a family-owned company) grow by 26 percent in 2004, and approximately 30 percent in 2005. company's RS700 million turnover, and consist mainly of customer-specified mechanical seals for large pumps used at chemical factories, refineries, paint factories and railway companies. Key customers include TATA Chemicals, Novartis, Colgate Palmolive and Asian Paints. EPIL also supplies engineered seals to all of the major OEM pump manufacturers with a base in India, including KSB, Sulzer, Kirloskar Ibara, KBL, BHEL and Ingersoll Rand. Although the company has a strong export business, around 90 percent of its trade is with Indian customers. Mr. Chandran claims that EPIL owes much if its success to its obsession with quality control, and investment in the latest technology and best practices. The EPIL QA department is pivotal to the company's operations, as testified by its ISO9000:2000 and ISO14000 quality accreditations, and Kaizen and 5S deployment. “We are very good at retaining our customers,” adds Mr. Chandran. “Our professionalism, quality and competitiveness ensure they never have a reason to look elsewhere. Our manufacturing capability is at the heart of this concept, and at the heart of our manufacturing capability are the Haas machines. We are extremely pleased with how they have performed: They are built well, easy to use and require very little maintenance. We couldn't ask for more.”
  15. 15. Sundaram Fastners Ltd. The Autolec Division of Sundram Fasteners Limited (SFL) is South Asia's largest manufacturer and exporter of water pumps. With more than four decades of manufacturing expertise, it is widely recognised as the market leader in India. These various items are produced across six different plants near Chennai, one of the main ones being the factory near Gummidipoondi, located approximately 40 kilometres outside the city. Here, the company machines and assembles around 45,000 water pumps, 6000 oil pumps and 6000 fan support assemblies every month. SFL – part of the TVS Group – has an annual turnover of $160 million. Its parent claims to be India's largest manufacturer of automotive components, bar none. With a turnover in excess of $2.3 billion, it's a difficult claim to dispute. TVS comprises 25 companies and 27,000 employees producing a wide range of assemblies and components for various vehicle parts. These include axles, hydraulic brakes, clutch actuation systems, fuel injection equipment, engine and transmission components, turbochargers and wheels, to name but a few. At the Autolec Division of SFL, however, the focus is very much on water pumps, an item that the company has manufactured since 1965, when Mr. K. Vasudevan, a local technocrat and entrepreneur, formed the company. Since then, Autolec has grown to add a wide range of related products to its portfolio, including oil pumps, electrical fuel pumps, mechanical fuel pumps, feed pumps, damper pulleys, auto belt tensioners, belt idlers, rocker arm assemblies, cam followers, rocker arm levers, rocker shafts and valve tappets. The Haas machines have been tremendously reliable,” confirms Mr Radhakrishnan. “We've experienced no problems whatsoever. The training provided was very good, and our operators had no trouble learning to use the control.” “These are critical machined areas. The concentricity between the bearing bore and the seal bore has to be particularly precise for alignment purposes. There is no margin for error.” All parts are self-certified by the operators using a random sampling procedure. Both machines – each deployed in a cellular manufacturing configuration – undertake similar operations, producing up to 250 water pumps every day. The plant operates a two-shift (16-hour) system, six days a week. “The Haas machines have been tremendously reliable,” confirms Mr Radhakrishnan. “We've experienced no problems whatsoever. The training provided was very good, and our operators had no trouble learning to use the control.” US Machine Tool Technology Playing key roles in achieving these production volumes is a pair of Haas SL-30 CNC turning centres – each with a capacity of 432 mm by 864 mm (17" x 34"), and both of which were purchased from the local Haas distributor in March 2003. The Haas machines are located in an immaculately presented factory, and are run by similarly well turned-out employees wearing matching grey company shirts. One of these is Mr. R. Radhakrishnan, Autolec's Senior General Manager (Operations), who outlines the critical role played by the Haas machines. “The Haas CNC turning centres are used to machine the mounting face, bearing bore and seal bore on each water pump,” he explains. The items produced by the Autolec Division of SFL are used in passenger cars, heavy and light commercial vehicles, off-road vehicles, tractors, combine harvesters, forklifts, earthmovers, marine engines, power generation engines and two-wheeled vehicles. The company's many international OEM customers inlcude Cummins, Case New Holland, John Deere, Ford, Proton, Caterpillar, Dura Automotive, Perkins and Iveco. Approximately 50 percent of Autolec's output is for export. SFL as a whole topped an impressive $45 million in export sales for the year 2004-05. Autolec is also the preferred supplier to a number of OEMs with bases in India, including Fiat, Hyundai, Mazda and Suzuki, along with a number of indigenous companies, such as Ashok Leyland, Eicher, Escorts, Greaves, Hindustan Motors and Tata Motors. Yet, despite these impressive client lists, the company is always looking for new growth opportunities. “We are planning to double our turnover in the next three years,” states Mr. Radhakrishnan. “As a result, we have already placed an order for several additional Haas SL-30 turning centres.” modeling. Product development programmes are initiated from customer drawings or samples (through reverse engineering) or from concepts (“black box” design). Autolec also collaborates with premier universities, institutes and technology leaders for advanced research and analysis. The company has entered into many ventures with global leading OEMs to enhance its product offering and customer service, including Pierburg, NSK and Bosch. This ambitious growth target has been set on the back of a rapidly expanding order book. To make sure that the entire manufacturing operation is prepared for such rapid expansion, the Autolec management team places a great deal of emphasis on company-wide quality. The manufacturing facilities at the Autolec Division of SFL are TS16949:2002/ISO 9001:2000 certified, while TPM procedures are followed in all its plants. Evidence of this can be seen at Gummidipoondi, where the walls are strewn with quality control posters and production schedules. R&D Partnerships Autolec's customers also value its R&D infrastructure and capabilities. The company not only excels in new product development, but also in product redesign and validation activities. This is made possible by adopting the latest engineering concepts and techniques, such as CATIA design software for simulation and solid “As a result of these tie-ups, we have been able to establish our own in-house bearing manufacturing division, our own seal manufacturing division and a casting foundry,” explains Mr. Radhakrishnan. “It means we can cast, machine, assemble, test and dispatch entire product assemblies to our customers – a factor that has undoubtedly become our core strength and major advantage over our competitors.”
  16. 16. Vasantha Tool Crafts Pvt. Ltd. Since it was established just 16 years ago, Hyderabad-based Vasantha Tool Crafts Pvt. Ltd. has grown to become a well-known supplier of mould tools to some of the world's leading bluechip manufacturing companies. Its uninterrupted rise to prominence owes much to shrewd investment in the latest technology, as well as the entrepreneurial energy of company founder, Mr. A. D. Reddy. “From the day I graduated, I dreamt of starting my own company,” Reddy explains. “After I completed my degree in mechanical engineering, I took a two-year post-graduate course in tool design and manufacture, encompassing everything from press tools and injection moulds through to die casting, cutting tools and jigs and fixtures. Two years later – in 1989 – I took the plunge and started VTC.” Like many new companies, the first years were about survival, a period when Reddy admits he took every job that came his way: low-quantity clamps, basic jigs and even small press tools for sheet metal work. But as word spread, the company began to win basic mould work, helping secure it financially for the following five years, before it reached what, in hindsight, Reddy acknowledges as its turning point. “In 1996, we made a big decision to invest in a large Swiss CNC milling machine. It was our very first investment in CNC, and I can honestly say that all of our significant growth stems back to that decision.” The new technology was put to very good use, and word soon spread about the up-and-coming mould shop not afraid to invest in its own future. Some of the country's leading OEM's began to take note, and orders followed. Along with existing custom work, the new business helped boost the company's turnover. Much of its growth has been from repeat business, which says a lot for Reddy's work ethic. “Almost all of our customers have returned for repeat orders,” he says, a fact that he attributes to the company's obsession with product quality, performance, service and overall value. “Our strength lies in being a single-source turnkey provider, offering everything from mould design – we have eight CAD/CAM stations – manufacture, assembly, testing and acceptance.” Full Capacity In 2001, just five years after the acquisition of the Swiss CNC mill, VTC started to experience the inevitable consequences of its success. “We were working at full capacity,” says Reddy. “The Swiss machine was running constantly. We soon realised that for small components such as A lot of our success is because we invested our profits in reliable precision machine tools. Haas machines give me the value for money and accuracy that I need to win and retain prestigious orders. Which is when he came across the Mini Mill CNC vertical machining centre from relative newcomer to the Indian market, U.S. machine tool builder Haas Automation. to have the confidence to invest. Something VTC has in spades. “A lot of our success is because we invested our profits in reliable precision machine tools. Haas machines give me the value for money and accuracy that I need to win and retain prestigious orders. “The Haas machine was very competitively priced, so even though the brand was not very familiar to us, we felt justified in taking a risk. Our Mini Mill was only the second Haas machine to be sold in Hyderabad, and the first of its kind.” “Our future is very bright,” Reddy concludes, “but we still want to grow the business further. For the past two years, we've been exhibiting at Euromold in Germany. We realise we can no longer rely on word of mouth alone to stimulate growth.” Since the company built the first example in 2000, the Mini Mill has become one of Haas Automation's best selling CNC products. It has created a whole new market segment for machine tools and – like all revolutionary products – has inspired a number of copycat machines from rival manufacturers, keen to cash-in on the company's success. inserts, electrodes and plates, using such a large machine was far from ideal, so I began looking for another CNC machine, something which would be more suitable for the small, quick jobs.” Four years after he bought the machine, Reddy is still very happy with his decision. “Considering the low cost, the Haas machine represents phenomenal value for money. It's very capable, and can handle everything we throw at it.” Such was the good impression created by the Haas Mini Mill that two years later in 2003, the company bought a Haas VF-2 CNC vertical machining centre. According to Reddy, this new machine is frequently loaded with a base plate containing 20 to 30 mould inserts, and left to run unattended for 10 to 12 hours at a time. “The same year, we also acquired a Haas Toolroom Mill and a high-speed Haas Super Mini Mill for our newly built facility, a kilometre from our main plant.” Blue Chip The ISO 9001 accredited company's combination of the latest technology and experience in (unusually) both high-cavity and hot-runner moulds has allowed it to carve its niche as a supplier to a growing roster of high profile, blue chip clients. These include the Indian factories of L'Oreal and Unilever, as well as Colgate Palmolive India Ltd, Whirlpool India, Schneider Electric India, Siemens India, Johnson & Johnson and Faber Castel. VTC also has a growing list of export countries, including Germany, the U.S., Egypt, Iran, Nepal, Sri Lanka and Senegal. The company's success is mirrored by the prosperity of surrounding Hyderabad, a city that has its business origins in the pearl trade. Today, like many Indian cities, Hyderabad is home to a growing community of technology companies with their sights set on global customers and overseas markets. To compete means
  17. 17. CIM Tools Haas Factory Outlets Bangalore-based CIM Tools makes parts for some of the world's best-know aerospace companies using its Haas CNC machine tools, purchased from and supported by local Haas Factory Outlet (HFO) MANAV MARKETING PVT. LTD. CIM Tools Operations Director, says: “We've had our Haas CNC machine tools for four years and we are very happy with them. We bought Haas because we were looking for strong, robust and reliable CNC machine tools. “We mostly make parts from aluminium alloy, but we also cut steel. In terms of accuracy and reliability, our operators rate the Haas machines as better than our more expensive, Japanese machines. “We have a fifth Haas machine arriving soon: a VF-2SS. If we were not 100% happy with Haas machines and the service and support from MANAV MARKETING, we would not have invested in this latest one.” Kolhapur Shop No. 2,3,4,6/2 Village Mauje Ujalaiwadi, Tal Karveer, Kolhapur. Tel : 0231-2677 979