Future State Asia - company presentation


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A company presentation being presented by our CEO, Niclas Andersson during the Australian Chamber of Commerce's monthly meeting held at Marriot Hotel, Pattaya

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Future State Asia - company presentation

  1. 1. FUTURE STATE (ASIA) CO., LTD. NICLAS ANDERSSON CEO and Technical Advisorwww.futurestateasia.com 1
  2. 2. WHO WE AREFuture State is based on 2 foundations: Partner with a few handpicked suppliers that can provide 90% of all products needed. Dedicated to system design and solution sales to both machine makers, limited in time or design capacity and end users.Objectives: Capitalize on SEA excellent growth and availability as there are many labor intensive manufacturing customers. Provide a service fostering long term partnerships with growing companies through providing incredible productivity results in short periods of time. Expand in ASEAN gradually and export to High Cost economies when feasible Maintain tight control of costs, operations and cash flow through diligent management and disciplined expansion to generate higher than average ROI. www.futurestateasia.com 2
  3. 3. INDUSTRY BACK IN TIME • Industrial revolution 1750-1780 in England • Started in textile and mining industry (steam engine control) • The industrial revolution coincides with 3 more events : • Demographic revolution, Agricultural revolution, Transportation revolution (train and coach, logistics) • While the major cities grew in the 1850s, industries start to move out to the outskirts, as both labor cost and land is cheaper. • In the 19th century, the working class community starts to grow as well as workers start to unite. • In the early 20th Century assembly lines and process/product standardization becomes common (pioneered by Henry Ford & Co.) • The standardization of products (nothing hand-made: everything is made through machines, molds and not by skilled craftsmanship) • The use of special-purpose tools and/or equipment designed to make assembly lines possible: tools are designed to permit workers with low skill levels to operate "assembly lines" - where each worker does one task over and over and over again • Workers are paid higher "living" wages, so they can afford to purchase the products they make.www.futurestateasia.com 3
  4. 4. INDUSTRY BACK IN TIME • Industrialization, Automation and increased use of Robotics occurs as the Technological Revolutions of the 60’s onward • First Industrial robot (Devol/Engelberger) in 1959 • In 1961, first industrial robot (Unimation) installed at a GM plant • Rapid rise of quality/precision and volume requirements drives automation across many industries • By the start of the 21st Century , Automation is widespread • Automation to address high labor costs is mirrored by automation to achieve lofty goals of accuracy and quality • 1.1m industrial robots in place worldwidewww.futurestateasia.com 4
  5. 5. WHY AUTOMATE? Reduce Downtime • Upgrade or retrofit existing machinery controls to decrease process downtime • Minimize breakdowns by pinpointing potential component failure • Simplify predictive and preventative maintenance processes • Identify and display point of failure in machinery Improve Quality • Manage rapidly changing production and process data • Perform real time production tests to products and equipment • Track out-of tolerance materials, products, and scrap • Labor safety for human reasons! Increase Productivity • Increase throughput, increase production rate, minimize waste and reduce errors • Simplify machine operation and reduce setup time • Reduce cycle time and work-in-progress while increasing inventory turns • Optimize and create predictable production to meet forecasts • Improve machine utilization and ergonomicswww.futurestateasia.com 5
  6. 6. WHY AUTOMATE? Enhance Safety • Enhance operator awareness and reaction • Improve control system integrity and security • Isolate hazardous areas and install effective machine guarding & controls • Improve ergonomics Reduce Energy Cost • Reduce energy consumption and demand peaks • Monitor energy usage more accurately and more precisely • Ensure balance of distribution systemswww.futurestateasia.com 6
  7. 7. HUMAN CONSIDERATIONS• Many companies, even global multi million companies has failed when implementing automation in their processes as they have not involved the employees.• The why’s and if’s have to be answered and understood before anything starts.• Encourage the staff to become “automationalists” by bonuses, promotions etc.• Clarify ergonomic and health improvements as one of the main reason for the actions• If not done properly it can backfire with possible unnecessary delays, sabotage and unwillingness to use new technique .“It was faster the old way”.• Kaizen thinking is a creative way to solve thiswww.futurestateasia.com 7
  8. 8. WHAT TO DO? Evolution rather than Revolution • Automation is most likely to prove successful if undertaken gradually • Increase automation with a sense of mind, not everything can be done automatically • Semi automation is good for ergonomic improvements and also can bring up productivity to a certain degree.www.futurestateasia.com 8
  9. 9. WHAT TO DO? Flexible Automation is best • Flexible Automation, using robots is good for fast tool change productivity increase and release the burden of heavy lifts/jobs for the workers. • Full automation should only be used on dedicated production lines for the sake of making the same product in very high volumes for extended time periods. • The new trend is that fully automated lines are going to flexible automation, as end users (consumers) request variation.www.futurestateasia.com 9
  10. 10. WHAT TO DO? Kaizen Philosophy • Use Kaizen to encourage labor, operators and supervisors to improve your factory by benefits • Use consultants if needed - too many companies have wasted money for automation that does not work properly. There are very skilled consultancy firms available for training in lean manufacturing, six sigma, 5S, cell manufacturing, etc.www.futurestateasia.com 10
  11. 11. APPENDIXwww.futurestateasia.com 11
  12. 12. EasyAttractively pricedFlexibleSafe
  13. 13. Automation for everybodyUniversal Robots makes robot technologyavailable to EVERYONE
  14. 14. www.futurestateasia.com 14
  15. 15. EasyAutomation for everybody  Quick set-up. The light robot arm and the compact controller box make installation easy  User friendly operation. Program by showing the movements to the robot. Operate via a touch screen  Easy service. The robot is modular which makes it extremely easy to service  International. The user interface is in 9 languages  “Plug and play”. Connect with 230V and you are up and running www.futurestateasia.com 15
  16. 16. Attractively pricedAutomation for everybody  No expensive programmers  In operation within few minutes  Low power consumption  Reduces salary costs  Average Payback Period: 6 to 8 months www.futurestateasia.com 16
  17. 17. FlexibleAutomation for everybody  UR5 and UR10 fit into every part of the production  The robot arm weighs only 18 kg and 28 kg respectively  Increases the production capacity  Can be moved around easily in the production  Can handle payloads of up to 5 kg and 10 kg respectively www.futurestateasia.com 17
  18. 18. SafeAutomation for everybody  No fence. ISO certified in accordance with the ISO standard for collaborative robots 10218-1:2006 to run without fencing  The UR robots will automatically stop when met with substantial resistance  Low noise  Relieves employees and prevents repetitive strain work injury www.futurestateasia.com 18
  19. 19. Robot makes packing more efficient Case: Scandinavian Tobacco Group Scandinavian Tobacco Group has chosen a robot from Universal Robots for a task that no other robot in the market is able to perform. The world’s largest factory for production of pipe tobacco now uses a robot from Universal Robots to handle the lids of tobacco tins.  The robot has relieved 1 or 2 persons who are now available for other tasks  The employees are spared from making exhausting, repeated wrist movements  Reduced costs for temporary employees  Increased production capacity  Reduced production costs www.futurestateasia.com 19
  20. 20. Robot handles microscopically small parts Case: Oticon The hearing aid manufacturer Oticon has chosen robots from Universal Robots to handle parts that are just one millimetre long, at production plants in Denmark and Poland. The robots have replaced traditional two and three axis robots that could no longer handle the microscopically small parts of modern hearing aids.  The robots were installed in the production in just one day.  Reduced costs for technicians. The operators can program the robots for new tasks.  The low price of the robot makes it possible to produce small production batches at a reasonable price. www.futurestateasia.com 20
  21. 21. Robot expands production capacityCase: Thiele A robot from Universal Robots makes it possible for the tool manufacturer Thiele to expand production capacity without hiring new employees and without buying new machines. Every day when the 10 employees have gone home, a UR5 robot works next to a milling centre where it runs an unmanned production of small series.  By using a robot, Thiele has established a new business area  The robot carries out quality assurance using an integrated image processing system  The robot was easily installed  The price of the solution was reasonable www.futurestateasia.com 21
  22. 22. Questions & answers Why can the UR robot be operated without fencing? Because it never exceeds a force of 150 Newton and thus complies with the ISO standard for collaborative robots 10218-1:2006. How can you give this guarantee? The UR robot has been tested by the Danish Technological Institute (same as TÜW), which has been accredited to test ISO standards. Is it always safe to run the robot without fencing? The risk assessment always determines whether the application is safe. Why does the robot carry no CE marking? It is not possible to CE-mark it, because robots are seen as a “part machine” according to the European Machinery Directive 2006/42/EC.www.futurestateasia.com 22
  23. 23. DocumentationISO test 2010 www.futurestateasia.com 23
  24. 24. Technical specifications www.futurestateasia.com 24
  25. 25. History  2005 – 2008: • Development of UR5  2006-2007: • First units sold to test customers  2008: • First commercial sales of UR5  2009: • Distribution network established in Europe  2011: • Distribution network in Asia • Development of UR10  2012: • Launch of UR10 in the market • Expansion of the distribution network www.futurestateasia.com 25
  26. 26. Europe Other countries Austria Argentina Belarus China Belgium Israel Czech Republic India Denmark Japan Finland Korea France New Zealand Germany Singapore Greece South Africa Iceland Taiwan Italy Thailand Lithuania Netherlands Norway Poland Republic Slovakia Romania Spain Slovenia Sweden Global distribution in 2013 Switzerland Turkey UKwww.futurestateasia.com 26
  27. 27. Successful growth  Strong growth in sales of UR-robots  Soon 40 employees at Universal Robots  76 distributors in 34 countries in 5 continents www.futurestateasia.com 27