FEBRUARY 2018
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5
BUSINESS NEWS What’s all the blockchain fuss about?
14 DEVELOPMENTS Analytics leaders wrestle with AI challenges for 2018.
direct3dprinting.com.au
16 DEVELOPMENTS Engineering firm takes mentoring to another level.
Is there a standard for smart manufacturing? Waiting for smart manufacturing standards to develop before implementing the Industrial Internet of Things into your operations may not be the most productive choice. By Dave Vasko, director of Advanced Technology, Rockwell Automation Smart manufacturing is called different things in different countries: Manufacturing USA (United States), Industrie 4.0 (Germany), China 2025 (China) or Industrie du Futur (France). The U.K., Sweden, Japan, Korea and India all have country-specific efforts as well. What do these initiatives have in common? They are all: • Creating a vision for smart manufacturing. • Using the power of digitalization to help manufacturers reduce capital expenditures, improve time to market, reduce inventory and improve productivity. • Extending existing standards to realize the vision. The last point is an important distinction: These initiatives are not creating new standards — they are classifying how best to use existing standards. That means the groundwork for smart manufacturing, Industrie 4.0 and other initiatives is being done in standard developing organizations such as the IEC, ISO, ISA, IEEE and the OPC Foundation. These organizations are where the influence starts and leadership takes hold. This is particularly important as thought leaders prepare for the G20 Digital Economy (or Group of Twenty) in August. This international forum for governments from 20 major economies is host to high-level discussions of
policy issues pertaining to, among other things, global economic growth. On the agenda is digital technology. Countries and companies around the world are eager to adopt digitalization strategies because it levels the playing field for smaller companies, allowing them to reap the same benefits as larger firms, and remain globally competitive and relevant.
Industry is slow to adapt to new technologies, mostly because replacing existing assets with new, smart manufacturing versions can be complex and take time. The transition should take place in phases.
This means if you look only at one country’s initiative, you’ll have a limited view of the global movement. You must look at global standards to understand global impact. So rather than the name of the initiative that differentiates the work, it’s the standards behind that initiative that make the difference.
The Time to Start Is Now For organizations hesitant to start their journeys
continued on Page 22
2018
www.nzmanufacturer.co.nz
Media Kit including Editorial Calendar
Materials for Smart Manufacturing / Disruptive Technologies / Export Success / Trade Show Previews and Reports – EMEX 2018 / Company Profiles / Analysis / Interviews / Food Manufacturing / Infrastructure / Productivity / Regional Development / 3D Manufacturing / Climate Change / The Circular Economy / Skills & Talent / Robotics / Design for Manufacturing / Preventative Maintenance / Construction / IIoT / Cyber Security / Additive Manufacturing / Logistics & Distribution
For a copy of the 2018 Media Kit please email publisher@xtra.co.nz
CONTENTS DEPARTMENTS
NEWS 5 BUSINESS What’s all the blockchain fuss about? 6 MANUFACTURING TECHNOLOGY
ADVISORS
Epson releases new robots.
Digital transformation of B2B commerce. 3d Printing versus CNC Machining.
6
Craig Carlyle
Is Director of Maintenance Transformations Ltd, an executive member of the Maintenance Engineering Societyand the Event Director of the NationalMaintenance Engineering Conference.
12 COMPANY PROFILE Shakeup at Mastip.
14 DEVELOPMENTS
Manufacturing advocacy by Dieter Adam, The Manufacturers’ Network. Analytics leaders wrestle with AI challenges for 2018.
15 EMEX 2018
Catherine Beard
10
Is Executive Director of Export NZ and Manufacturing, divisions of Business NZ, NewZealand’s largest business advocacy group, representing businesses of all sizes.
Will highlight hot topics in engineering and manufacturing.
16 DEVELOPMENTS
Engineering firm takes mentoring to another level. Changes to employment legislation.
14
Climate change reports show need for joint leadership and action.
Dieter Adam
Microplastic particles found in Antarctic waters.
MANUFACTURING 19 SMART Virtual 3D modelling and simulation can help us create better cities.
Fourth industrial revolution book calls for upgrade to the way we govern technology.
17
The world is changing. Here’s how companies must adapt.
Lewis Woodward
Is Managing Director of Connection Technologies Ltd, Wellington and is passionate about industry supporting NZ based companies, which in turn builds local expertise and knowledge, and provides education and employment for future generations.
24 FOOD MANUFACTURING
Riot Foods success defies doubters. Focus on New Zealand brands needed in face of trade uncertainty. Dairy robotics success story attracts Australasian investors.
26 Machines can’t dream. ANALYSIS
21
NEWS 27 COMPANY Manufacturer delivers strong message. 28 NEW PRODUCTS
Dr Troy Coyle
Is HERA Director, she has extensive experience in innovation, research management and product development, most recently as Head of Innovation and Product
Lapp extends strong association with ECS NZ. Wearply outstanding for materials handling. Liquid level switches support higher supply voltages and temperature.
30 ANALYSIS
24
Driverless: What’s the Difference Between Level 2 and Level 5 Autonomy?
VIEW 31 REAR Reasons to be optimistic about the future of work.
Chief Executive, New Zealand Manufacturers and Exporters Association has a Ph.D. in plant biotechnology, consulting and senior management roles in R&D, innovation and international business development.
30
A rising tide
to lift all boats
PUBLISHER
Media Hawke’s Bay Ltd,1/121 Russell Street North, Hastings, New Zealand 4122.
MANAGING EDITOR Doug Green T: +64 6 870 9029 E: publisher@xtra.co.nz
CONTRIBUTORS
Welcome to the first issue of NZ Manufacturer for 2018. In which we invite you to read stories – examples - to inspire success and happy days for your business.
Doug Green T: + 64 6 870 9029 E: publisher@xtra.co.nz
As a manufacturing and technology publication we listen to the needs of manufacturers and welcome you and your company to read each issue attentively and share with us your dreams and plans for the future.
DESIGN & PRODUCTION
In the meantime, ponder this:
Dieter Adam, Holly Green, Sean Au, Vernon Wang www.mscnewswire.co.nz
ADVERTISING
Kim Alves, KA Design T: + 64 6 870 8133 E: kim.alves@xtra.co.nz
When real (human) workers produce more by putting in more time or energy, they expect, and agitate for, an increased share of the gains. But when automation (and not longer hours or more sweat) leads to increased productivity, and subsequently increased profits, it’s less clear which workers should (or could) receive the increased share of the gains.
WEB MASTER
Bruce Metelerkamp E: bruce@hha.co.nz
PUBLISHING SERVICES On-Line Publisher Media Hawke’s Bay Ltd
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Businesses also don’t have an incentive to distribute a share of the gains back to the workers.
Copyright: NZ Manufacturer is copyright and may not be reproduced in whole or in part without the written permission of the publisher. Neither editorial opinions expressed, nor facts stated in the advertisements, are necessarily agreed to by the editor or publisher of NZ Manufacturer and, whilst all efforts are made to ensure accuracy, no responsibility will be taken by the publishers for inaccurate information, or for any consequences of reliance on this information. NZ Manufacturer welcomes your contributions which may not necessarily be used because of the philosophy of the publication.
NZ Manufacturer February 2018
In economics, we often say that a rising tide lifts all boats. What this mean is that everyone benefits from economic growth and productivity. But it’s not clear this will happen in an automated world. In the immediate future, there is no evidence to suggest that economic surplus from automation will be used to fund higher wages. Workers may see some reward if their skills are valuable, rare and difficult to codify and automate. This value of being in high demand may be the incentive for workers to reskill or to look at how they organise to negotiate their share of the rewards.1 1. Shahid
M
Shahiduzzaman,
Marek
Kowalkiewicz, Rowena Barrett.
Your thoughts?
This can be seen this for example in pharmaceutical services, which are becoming increasingly automated, yet workers are faced with low starting salaries.
Vol.9 No.1 February 2018
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(is supposed)
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In such a highly competitive industry, businesses are instead incentivised to pass on the gains to customers in terms of lower prices of goods and services they offer, rather than wages.
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Doug Green
Success Through Innovation
EDITORIAL
If we don’t align together, human beings are going to fight each other, because each technology revolution makes the world unbalanced. -Jack Ma, Davos 2018
BUSINESS NEWS
What’s all the blockchain fuss about? - Sean Au It appears the new kid on the block of late is this thing call the “blockchain” (pun intended) and it has been making headlines all around the world claiming to revolutionize not just supply chain management but almost everything else it touches. While this maybe true, some salt must be added as a standard operating procedure. Blockchain technology is generally used to describe a database that is shared between multiple interested parties containing information that is agreed to be true and accurate. An example could be storing salmon data sourced from farm NZNEL324, processed at processing plant NZPIC879 and then sold at retail location NZWGTN687. The innovation here is that the database, commonly known as a distributed ledger for it’s roots in the financial world, is not owned or controlled by any human, it is controlled by software following a set of rules. Humans can be coerced, blackmailed or just plain forgetful. Software cannot. This software is then replicated in
lots of computers around the world so there is no single point of failure. The information on this blockchain needs to be agreed upon by all parties involved and once on the blockchain, the information cannot be modified. The data is immutable in geek parlance. Thus what we have is this accurate and agreed upon data that represents the single source of truth where all interested parties can make decisions from. Think of blockchains as marrying the concept of distributed databases together with a peer to peer network. Remember the good old days of Napster or Bit Torrent? Many ask “Won’t the person scanning the batch of salmon or the batch of wing nut used on a Boeing airplane make a mistake?” The answer is that there will be little to no human involvement required particularly in a world of the “Internet Of Things” and the continuous proliferation of devices and sensor technologies. With various high profile partnership announcements such as IBM & Maesk, Unilver & Sainsbury and Alibaba &
Fonterra the potentials are enormous but can someone please pass the salt? First of all, this is all experimental technology. Blockchain software is still maturing and is not without its issues. Many of the announcements are very simple Proof of Concepts (POC) mainly to understand the technology itself and the implications. It could turn out that a few years from now blockchain wasn’t really what it promised to be. Highly unlikely but who knows. Secondly, this technology is challenging. Supporting blockchains under the covers is complicated math and cryptography that takes a bit of effort to fully understand. In fact, blockchain itself can be a challenge to understand initially let alone understanding under the covers. Finally, there is the ongoing debate of private versus public blockchain. If the guiding principles of public blockchains were openness, transparency, neutrality and being transnational, what does this say about private blockchains made up of a collection of manufacturers perhaps
working together in a closed and non-transparent fashion? Blockchain technology saw a huge investment several years ago and we are now seeing the fruits of the work and research from it. This game changing technology allows information to be cemented in a distributed database, (the blockchain), spread all over the world so there is no single point of failure (distributed) and the data is agreed and locked in so it cannot be changed (immutable). The challenge is understanding this technology in order to leverage the enormous possibilities that blockchains can bring. Remember the internet in the mid-nineties? This will be bigger than that! Sean Au is a crypto blockchain researcher and trainer and is president of the Blockchain Association of NZ. He runs blockchain meetups in Wellington and has a personal blog sharing all things blockchains at www.talkcrypto. org
Find a great home for your business EAST TAMAKI A great place to do business
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MANUFACTURING TECHNOLOGY
Life is a daring adventure or it is nothing at all. -Helen Keller
Epson releases 4 new robots Epson has commercialised a “seeing, sensing, thinking, working” autonomous dual-arm robot named the WorkSense W-01 that will expand the scope of automated production.
WorkSense W-01 In recent years, manufacturers’ needs have grown more diverse with demand for products fluctuating sharply and a growing necessity to flexibly accommodate small-lot production and just-in-time (JIT) production. Industrial robots are conventionally installed in a fixed location on a line to perform a given task. The WorkSense W-01, however, was developed for easy mobility so that it can be wheeled from place to place to perform assembly, transport, and other tasks. The features described below enable the robot to automate production tasks that previously defied automation.
Seeing
The robot is equipped with 4 head-unit cameras and 2 arm-mounted cameras that give the robot human-like vision, enabling it to accurately detect an object’s position and orientation in three-dimensional space. And even if the location of objects and obstacles changes, the robot is able to independently “see” and determine their position.
Sensing
The robot arms are outfitted with Epson’s highly sensitive, precision force sensors, which are already available on sale. The robot is thus able to perform delicate assembly, transport, and other tasks that require human-like force control to avoid damaging objects. Multipurpose hands that can grasp, grip, and clamp objects of various shapes and sizes are included as standard end-of-arm tooling. They can manipulate tools and jigs that were designed for humans.
Thinking
The robot is able to accurately detect the position and orientation of objects in three-dimensional space, so even if the robot is relocated, it can immediately start work—with no programming change required. This gives the robot the ability to flexibly adapt to sudden changes in production. So, for example, it can be wheeled to different locations to perform different tasks every day, if need be. The robot independently decides the path and orientation of its 7-axis arms and is able to avoid obstacles.
Working
The robot’s two 7-axis arms move like human arms. The dual arms move independently from one another to allow the robot to perform tasks that a single-arm robot cannot, such as tightening a screw in a component with one arm while holding the component in place with the other.
Fitbit Winner The winner of the Fitbit competition which featured on Page 1 of December/January issue is Kevin Quinton of Quinton Engineering, Christchurch. Congratulations Kevin!
DID YOU CATCH UP WITH? Building a Connected, Smart Port of the Future Bike wheel lights go battery-less 60 years ago America launched its first satellite into… Green light for China opens up new export opportunities for… Taxpayer $100 Million Priority – Another Television Channel
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Start where you are. Use what you have. Do what you can. -Arthur Ashe
The WorkSense brand name was coined to represent the concept of a robot that sees, senses, thinks, and works. With its WorkSense robot, Epson is targeting market segments where demand for small-lot production and JIT production are particularly high, such as automotive parts production.
medical products. It can reach a wide range of places such as high and low shelves using a smaller installation footprint than earlier 6-axis robots. These features will enable the robot to increase productivity and the efficiency with which factory space is used. ■
Epson has also developed prototypes of three new models of industrial robots, the vertically articulated N6 and VT6 robots and the T6 SCARA robot, to meet the wide-ranging needs of manufacturers. Epson’s N series of compact 6-axis robots is capable of performing tasks in tight spaces more efficiently than earlier robots thanks to a uniquely engineered “folding” arm. The N6, which will join the N2 in the N series, was developed to meet the needs of customers who want to transport relatively heavy objects and transport objects over a wide area. Floor-mounted, the N6 has a 6-kg payload capacity and an arm length of 1,000 mm, both considerably larger than the N2. The N6 is ideal for tasks such as loading and unloading electronic components and automotive parts to and from test equipment or shelving and removing
MANUFACTURING TECHNOLOGY T6
and trouble involved in building production lines.
Equipped with a built-in controller, the T series of SCARA robots are designed for installation simplicity and maximum usability.
Epson is bringing down this barrier with the affordably priced and easy to install VT6. Drawing on the miniature controller technology it developed for its T series of SCARA robots, Epson equipped this entry-level robot with a built-in controller.
They are ideal for automating simple material handling tasks. The T6 has doubled the payload capacity (6 kg) of Epson’s T3 robot and thus can transport larger, heavier objects.
Among the many possible uses for this robot are machine tending applications in which components or workpieces are loaded into and unloaded from test equipment.
This robot can be outfitted with heavy end-effectors, such as dual end-effectors that can hold two objects at once, to help manufacturers increase factory productivity.
■
VT6 Engineered for maximum usability and a low total cost of ownership (TCO), the 6-axis VT6 is built to automate simple, repetitive material handling tasks that humans find tedious. Manufacturers have been reluctant to automate material handling tasks that add little value because of the expense
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MANUFACTURING TECHNOLOGY
I am not a product of my circumstances. I am a product of my decisions.-Stephen Covey
Digital Transformation of B2B Commerce Is your business ready?
For manufacturers, distributors and wholesalers around the globe, ecommerce has become one of the key drivers for digital transformation and companies with a well-executed digital strategy are quickly becoming disrupters in their markets. In order to remain competitive, businesses need to be willing to adopt a new way of thinking and working one that is digital-first. This approach embraces technological advances and puts digital at the core of all organisational initiatives, transforming key areas of the business, such as marketing, sales, customer service, external channels, operations, R&D and HR.
the web to research and find what they are looking for. Sales With a digital platform for online ordering, a shift in the role of the sales department is inevitable. It is therefore important to monitor the impact and ensure the sales team can leverage on the efficiencies and opportunities of digital technologies throughout the sales process.
Many companies underestimate the impact of an ecommerce venture, thinking of it as a channel operating in silo. In reality, it is the stepping stone to transforming into a digital business. With over 60% of B2B purchasing decisions being made online, the process of digital transformation is one that any company will have to prepare for. This starts with understanding the effects on different areas of the business.
Customer Service Online never sleeps. This can be a challenge, as businesses suddenly have to provide customer service around the clock. 80% of B2B customers expect responses in real-time. As such, it is vital for a digital business to have tools, processes and people available to meet this expectation or risk losing out on sales. Channel Relationships The ability to sell direct to customers through online seller portals can quickly cause disruption to channel relationships between distributors, their suppliers and manufacturers.
Marketing Marketing initiatives are no longer confined to traditional channels. A digital B2B firm needs to be able to market itself digitally. Marketers need to know how potential customers use
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Access to a shared platform such as a channel partner portal can assist in minimising perceived channel conflict and present new opportunities. Operations & Logistics An online ordering system allows businesses to reach a wider market. As a result, manufacturers and distributors may need to re-visit their delivery services. Integration between the ecommerce, warehousing and freight system can streamline the delivery process, increase efficiency and enable offerings such as split shipment, express delivery, automated replenishment and more.
support changes and challenges that arise throughout the transformation journey. Some activities may require outsourcing whereas others require training and adoption programmes for internal resources. Without the right people and skills throughout the business, digital transformation will be hindered.
Research & Development In order to facilitate digital transformation, companies are required to invest in new technologies, services and resources supporting these. The necessary level of investment will need to be determined as part of a long-term strategy.
What about your business? Is there resistance to digital transformation in your organisation? You are not alone. However, 70% of manufacturers without an ecommerce site are planning to get one in the next 2 years. This will change the landscape of B2B forever. Be part of this change with Insite Software – A global leader in B2B commerce, supported locally in New Zealand and Australia by Solutionists, Ecommerce and Integration specialists. We are ready to join you on your journey to transform your business.
Human Resources Along with new technologies, B2B firms need the right people and processes to
Call us today on +64 9 630 3074 or visit www.solutionists.co.nz/insite to find out more.
Creativity is intelligence having fun.-Albert Einstein
MANUFACTURING TECHNOLOGY
Step up your 3D print quality now! Get ready to step up the quality and speed of your 3D prototype production. With the ProJet MJP 2500 and 2500 Plus printers from world-acclaimed 3D Systems, you’ll be printing high-resolution precision prototypes right in your office, in no time at all.
And you won’t have to compromise on part accuracy vs. affordability. The MJP 2500 and 2500 Plus offer higher fidelity prints than other printers costing up to five times as much.
You’ll get true-to-CAD part quality and precision, and more parts sooner. With increased production capacity at your fingertips, you’ll be able to design better products, faster!
Don’t get left behind. With the MJP
APL sharpened up their competitive edge when they stepped up from desktop 3D printing to the ProJet MJP 2500 - Professional 3D Printer.
across large and small geometries • Accurate CAD reproduction
Here’s what Darryl Vought, Design and Innovation Manager for APL Window Solutions, had to say:
• A choice of advanced rigid plastic
• Post processing which completely removes supports without damaging fine feature details for greater geometric freedom
2500 and 2500 Plus you’ll get: • Super smooth surface quality
Fuji Xerox – exclusive NZ distributor for 3D Systems equipment
• Exceptional feature reproduction
Find out more about stepping up your 3D game with a 3D Systems ProJet MJP 2500 or 2500 Plus printer at http:// fujixerox.co.nz/MJP2500 Or call 0800 4XEROX.
• Proven and repeatable performance part-to-part and build-to-build and elastomeric materials
“It showed up the considerable difference between home-user 3D printers, and the high-end printers… we’re now printing a lot more, and in fine detail, which makes it easier to ‘sell’ the idea.”
ACE 7 AXES Measuring Arm 2 m to 4.5 m and Kreon scanner Up to 200mm laser line width Very high scanning speed: up to 600,000 pts/sec Accuracy to 15 microns Integrated battery and WiFi Contact and non-contact measurement
7 Distributed in NZ by Fuji Xerox NZ Ltd.
SCANNING HAS NEVER BEEN SO INTUITIVE To learn more about the high precision Kreon Ace measuring arm and scanner, contact: Fuji Xerox NZ Ltd, Head office: 79 Carlton Gore Road, Newmarket, Auckland, Tel 09 356 4200 www.fujixerox.co.nz/3D http://betterbusiness.fujixerox.co.nz/kreon-scanning/
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MANUFACTURING TECHNOLOGY
There are no traffic jams along the extra mile. -Roger Staubach
3D Printing vs. CNC Machining Comparing the two rapid prototyping alternatives geometry with no impact on time or cost.
In the product development phase there are many process options for creating models, prototypes, patterns or molds. Selecting the best approach requires an appreciation for the project requirements, an understanding of the process considerations, and an evaluation of the resulting time, cost and quality. Without this information, it is difficult to identify the optimal approach.
Fundamentally, this is the primary advantage of 3D printing, and it translates to rapid delivery of small batches of parts and the flexibility to quickly accommodate design changes. The additive nature of 3D printing also supports parallel part processing: multiple parts are manufactured in a single job in less time than that needed to make each individually. This capability allows production of multiple parts from a single project, multiple revisions of a single part, or multiple parts from different projects. The only limiting factor is the XY area of the 3D printer’s working envelope.
When designs are still fluid and product specifications are in flux, two common choices are 3D printing and CNC (computer numerical control) milling. Both can meet the needs for early concept models through functional prototypes without the delays imposed by mold, tool, or die making.
Another advantage is that there is never a need for multiple setups to make a part. After initiating a job, it runs until the parts are complete. This supports around-the-clock production without the need for operator oversight or intervention.
Both processes can make parts in a variety of materials. And both technologies can produce the low part quantities needed for product development at a reasonable cost. However, the similarities end there. In many ways, 3D printing is the opposite of CNC milling. Most notably, the factors that influence time and cost are quite different. Additionally, the size, shape and configuration of suitable or ideal parts for 3D printing are a reversal from the ideal for CNC machining.
WORKFLOWS The workflows of 3D printing and CNC, at the highest level, are the same. Following part design (in CAD) there is a programming step where the instructions for the machine’s operations are defined. Next, the machine is prepared for the job and the part is then manufactured. Upon completion, secondary processes are performed.
To choose between the two, a thorough understand of both processes is necessary.
WHAT IS COVERED
The execution of these workflows, however, are quite different both in terms of time, labor and effort, which directly affects lead time and cost.
Although both 3D printing and CNC machining can be used for production purposes, the goals and demands are different from those when product designs are taking shape. Generally, the discussion will address quick-turn, low-volume part making.
Design (CAD) Both 3D printing and CNC use a 3-dimensional design definition that is completed in CAD. The requirements for the CAD data are common between them so the time and labor cost are comparable.
There are many CNC processes, such as routing, turning and drilling. This discussion will focus solely on CNC milling, and from this point forward, will be referred to as “CNC.” By definition, this precludes manual machining.
Note that this assumes that detailed engineering drawings are not required to provide a CAM programmer information needed to complete the project. The other assumption is that the CAD data is machinable as-is. If
Additionally, the discussion will cover only 3-axis CNC because 4- and 5-axis CNCs are commonly dedicated to repetitive, production applications.
THE 3D PRINTING PROCESS 3D printing is a collection of additive processes that construct prototypes on a layer-by-layer basis. This eliminates the need for tooling and allows the fabrication of extremely complex
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engineering is needed to document the part or to make it machinable, additional time will be necessary for CNC. Program For 3D printing, preparing files is commonly a 5- to 30-minute process that is highly automated. Upon importing an STL file (which is the output from CAD), a technician selects an orientation, specifies a material and selects from pre-defined build options. Beyond selecting an optimal orientation, there is little thought needed to prepare files. Note that for demanding jobs, there can be more operator interaction required, but this is uncommon for prototyping applications and does not increase processing time significantly. This process is easily trained and requires no special skills. Some companies even opt to have engineers and designers perform this function. This is not true for CNC, which requires machining experience and a programming skill set. For CNC, the CAD data is imported into a CAM program where all aspects of the machining process are defined, most of them manually. Among the decisions to be made are how to fixture the part; how many machining passes are needed; and what cutters, speed and feed rates to use. Frequently, these decisions are made on a feature-by-feature basis. The time for this process commonly ranges from one-half to eight hours. Set up Preparing a 3D printer is a quick process. While each technology has its own procedures, many require only material replenishment and preheating. In just 5 to 15 minutes, the printer is ready to manufacture parts. There is no need for any other set up before or during the printing process. For CNC, the machine operator will load the cutters needed for the job and fixture the work piece. When the CNC machine has a tool changer, the cutters are loaded only once. Lacking a
tool changer, the machine operator will load the appropriate cutter for each machining operation. Like 3D printing, the set up operation is relatively quick, but when repeated for multiple set ups, it can slow the process down. Manufacture As described previously, the 3D printing process is fully automated, requiring no operator interaction until the job is complete. With a 3-axis CNC, this is seldom the case since the workpiece must be repositioned to cut upon faces that are not up-facing (in the original orientation), and therefore, not accessible to the cutters. For each repositioning, an operator needs to reorient and re-fixture the workpiece. The factors that influence the time to manufacture a part are distinctly different for 3D printing and CNC. Manufacturing times for 3D printing are dictated primarily by the volume of material in a part and the part’s height. Feature count and feature type have little impact on time. The opposite is true for CNC. Size and volume have marginal impact, but the number of features and their design characteristics dictate time. Because the time factors are so dissimilar, it is not prudent to state that one process is faster than the other nor to offer general rules of thumb. Finish/Assemble Upon completion of the manufacturing process, 3D printed parts will require post-processing. Most, but not all, will need removal of a sacrificial support structure that attaches the part to the build plate of the printer and holds unrestrained features in place. Unlike the manufacturing process, the time for support removal is geometry-dependent. This step may be a manual operation that takes between five minutes and one hour to complete or an automated, batch operation that takes between one and four hours. CNC parts on the other hand, have no mandatory secondary operations.
Always look for the fool in the deal. If you don’t find one, it’s you.-Mark Cuban
MANUFACTURING TECHNOLOGY
POCKET TRAY
TIME DRIVERS
Although 3D printing excels at making complex parts, it can be competitive for even simple parts like the pocket tray shown in Figure 1
Excluding set up and finishing for both 3D printing and CNC, the question of which process has higher throughput can only be answered after selecting a
• Wall thickness: Smaller cutting depths and slower speeds are needed to prevent walls from deflecting.
build the justification partially on the labor efficiency; a single individual can support all functions of a lab with five or more 3D printers and still have time for other duties.
Material: The material dictates cutter depth, speeds and feeds. For example, plastic is more challenging to machine than soft metal, and feed and speed rates are decreased to prevent melting and sticking.
Having the process in-house makes it much more responsive and more cost effective, if utilization is reasonable. For example, one prototype shop noted that the average 3D-printed prototype takes two to three days to deliver and costs $200 to $300. The same part, when CNC machined, would cost $400 to $500 and have a seven-day lead time. If the 3D printed prototype were done in-house, the difference would be much more
Workflow must also be considered when evaluating the total elapsed time to deliver a prototype. Here 3D printing has the advantage because it has fewer steps to coordinate, fewer labor demands, and fewer resource requirements. Workflow must also be considered when evaluating the total elapsed time to deliver a prototype.
dramatic with costs around $100 and the potential for same-day delivery. In-house 3D printing also fosters a design and engineering culture of fast and frequent design iterations. When innovative ideas become a physical reality quickly and cost effectively, more concepts can be considered resulting in better products. The product development team can get more aggressive with its designs,
Here 3D printing has the advantage because it has fewer steps to coordinate, fewer labor demands, Figure 1: CNC (aluminum) on the left, 3D printed (plastic), right.
As shown in Table 1, 3D printing is 55% less expensive than CNC. However, it takes 77% longer to produce, assuming that both processes can start immediately and that there are no delays imposed by availability of labor, materials and machine. As will be shown later, CNC gains the time advantage because of the simplicity of the pocket tray’s design.
INDUSTRIAL ROBOT ADAPTOR Although not as simple as the pocket tray, the adaptor for an industrial robot is not overly challenging for CNC. The result is that CNC is faster than 3D printing, but more expensive. With a total time that is 52% more than CNC, it also demonstrates the influence of a part’s design on the speed advantage that is possible with 3D printing. Even though a 3-axis CNC requires an operator to perform six setups, the milling is straightforward, consisting only of some face milling, bore milling and drilling.
part design. The time factors for 3D printing are simple and straightforward. A part’s volume and height dictate most of the manufacturing time. The only design-related consideration that adds time results from support structures. When features need to be supported, a small amount of build time is added, usually in the 5% to 15% range. Unlike CNC, adding features that remove material, such as pockets and holes, will decrease the time needed to make a part. CNC time is determined by the volume of material subtracted and the rate at which it is removed. The amount is dictated by the design and the size of the raw material stock. The rate is dictated by many factors, such asSpecified tolerances: Tighter tolerances require more machining time. • Size and depth of holes and pockets: Deep and narrow require smaller cutters and slower cutting speeds, which adds time.
and fewer resource requirements. The only gating factors are having labor resources to process files and available machine capacity. In addition to these gating factors, CNC requires a machinist on hand for all set ups, an
Workflow must also be considered when evaluating the total elapsed time to deliver a prototype. Here 3D printing has the advantage because it has fewer steps to coordinate, fewer labor demands, and fewer resource requirements. knowing that tomorrow’s prototype will either validate the idea or illustrate that it will not work.
inventory of raw material and a tool crib with the right fixtures and cutters. These aren’t big issues, but lacking any of these resources will delay a project.
Workflow Assume that the queue is already filled with orders and schedules cannot be juggled. For CNC, the projects have to wait until there is machine capacity. With 3D printing, the parts can be combined with other projects, so long as there is room in the machine.
OPERATIONS The in-house machine shop has been displaced by outsourcing in many companies. There are numerous reasons for this shift, but many cite the expense of staffing and the challenge in finding skilled CAM programmers and CNC machinists.
• Bottom line: 3D printed parts are available day(s) earlier.
3D printing is a bit different.
Assume that the requirement is for three pocket trays, which will fit in one run of the 3D printer.
While some companies will not add a full-blown 3D printing lab due to the overhead expense, many have installed 3D printers within their design and engineering teams. Effectively, 3D printing becomes a self- serve function. In doing so, there is no addition to labor costs, but there is an opportunity cost when an engineer spends a few minutes to launch a 3D printing job. Figure 2: CNC (aluminum) on the left, 3D printed (plastic), right.
For both CNC and 3D printing, the set-up time remains constant. But for 3D printing the manufacturing time is four hours for three parts (not 3 X 2.3 hours). For CNC, assume that there are three machining operations that start without any delay. www.objective3d.com.au
Those that do justify a 3D printing lab
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COMPANY PROFILE
If you’re offered a seat on a rocket ship, don’t ask what seat! Just get on. --Sheryl Sandberg
Shakeup at Mastip Mastip has been a stalwart of NZ manufacturing for over 25 years. Regarded as a pioneer of the global plastics hot runner industry, its products are now in 40 countries. NZM: So how did a professional yachtsman turn out to be CEO in a manufacturing company?
But importantly, the company is receiving a shakeup from new CEO Marc Michel, calling on him to grow the company, double its earnings accelerate new products and innovation and streamline its IP and manufacturing processes.
MM: The board knew my background in high growth technology-based export companies and gave me a mandate to restructure for sustainable international growth.
We grabbed him in between his global customer visits and asked him to share his plans
I have a history of assembling, motivating and leading high-performance teams to deliver high growth in technology-based companies.
NZM: Where is Mastip now, and what’s your roadmap? MM: Mastip Technology has been a NZ-based manufacturing exporter since day one. We pioneered hot runner solutions and established a strong global reputation.
My yachting career brought me to the notice of Sir Peter Maire and Navman, and I became founder of Navman Australia, then part of the global management team which saw the successful sale of Navman to Brunswick Corporation.
However, the company never scaled as it should and we’re now in a boom market for hot runners, worth over $2.7billion USD annually with a CAGR of about 6.5% pa.
superior technical results with difficult to mould engineering grade polymers.
get the right blend of experience and different perspectives,
My competitive sporting career contributes strongly to assembling and mentoring the high-performance teams critical to high growth companies, combining the right long-term strategy and innovation.
As an example, the SVG System -our latest innovation- delivers advanced thermal technology in the highly anticipated compact annular design. This design minimises mould height requirements resulting in improved machine optimisation, and exceptional thermal performance through advanced heating technology, incorporating new FlowLoc™ Technology
It’s a constant challenge. We need highly skilled CNC operators, which cannot be found locally. We also utilise very advanced design software with Unigraphics as well as Virtual Molding simulation software from Sigma, so we are always looking for skilled manufacturing, design and applications engineers. Call me!
NZM: A big task – what’s the strategy?
NZM: The advantages of being based in NZ?
MM: We are expanding our global footprint with initiatives in China, Europe and the USA. In China we have a new 3,000 Sqm manufacturing and technical support facility just outside of Shanghai –signed just last month!
MM: It’s a double-edged sword. On the one hand you can say Mastip has developed in isolation which has driven unique solutions. That’s an advantage as we have never followed the pack or conventional thinking.
This strategy is then supported by innovation -led product development, releasing a portfolio of new generation products starting Q4/17 and taking us through 2018/19
Equally it means NZ manufacturers are a long way from key global markets. It’s harder to collaborate closely with key customers, although technology is beginning to really mitigate that.
MM: Predominantly here in Avondale, Auckland although we outsource locally and internationally. Our new Chinese manufacturing operation is about co-locating manufacturing within our key markets given our heavy, bulky products are costly to ship, and our sales objective of $50m by 2020 which ultimately comes down to capacity and where to locate it.
Following this I held senior roles with BCS group up to its sale to Japan’s Daifuku Corporation.
We focus on a relatively narrow niche of specialist hot runner solutions to the plastics industry; and are the only supplier based in the Southern Hemisphere. Our main point of difference is the deep domain knowledge of engineering grade polymer materials and production techniques, underpinned by global customer focus and service capability. We’re now in Y2 of a three-year plan building a platform for global growth covering every aspect of the business from culture to channel strategy, manufacturing, product and marketing. Suffice to say nothing remains the same when you’re looking at a shakeup of this magnitude.
NZM: What products do you have in mind?
During 2017 we launched our new tagline “We make things better” reflecting we are a critical partner to hundreds of globally-known brands across segments as diverse as automotive, medical, packaging, electronics, whitegoods and electrical.
MM: Mastip’s expertise has always been with the moulding of more complex engineering polymers. Globally we see a shift from simpler commodity polymers to more complex engineering grades, driven by trends such as light weighting in automotive. This really brings a much larger market into Mastip’s sweet spot so our technology and product roadmap is very focused on delivering for
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Recent developments such as Newell Group’s purchase of our key NZ customer, Sistema, opens more global opportunities, as has our strategy of a global structure with China, a new European subsidiary in Portugal and growing our US team. NZM: The old question – people. How hard is it to get the right staff? MM: We swim in a limited talent pool. It’s one of the big barriers to manufacturing growth. At Mastip, we consciously build our talent pool. We hire on attitude and fit with our culture, and if you have those two we can train from there. However, we have also had to target offshore to
NZM: Where are you manufacturing your products?
Fundamentally we’d struggle to find the human resource in NZ to achieve a larger capacity and then when you look at the economics of freight and time to market it is a logical and long overdue step. The future for our NZ operation is as the global centre of excellence and at the bleeding edge of all the business, which we then propagate out to the global organisation, becoming a better skilled organisation. NZM: Is R & D a key component to success? MM: Absolutely fundamental and a keystone of our global strategy. We work closely with Callaghan and have also formed collaborative partnerships with external research partners such as the School of Materials Science at Auckland University, Uniservices (and others).
DEVELOPMENTS
When you find an idea that you just can’t stop thinking about, that’s probably a good one to pursue.-Josh James
The intelligent choice in soft starters The Allen-Bradley SMC-Flex range of soft starters are a shining light within NHP’s complete portfolio of intelligent motor control and drives products. The modular design features advanced intelligence, performance and diagnostics, communications flexibility, removable control module, power modules and fan assembly in a cost-effective package for your demanding industrial applications. The innovative design allows for simple installation and ease of maintenance with integrated bypass for minimal heat generation and reduced enclosure size.
This range includes built-in backlit LCD display for easy programming and troubleshooting. Further, the built-in current and voltage protection provide enhanced power monitoring and diagnostic capabilities. The Allen-Bradley SMC-Flex range promises to simplify your start-up, reduce your installation cost and ultimately make it easier for you to access essential plant and production data. Make the Allen-Bradley SMC-Flex range of soft starters from NHP your choice.
Increase productivity and reliability with NHP Motor Control One of the challenges facing local industry is a sustainable approach to make manufacturing cleaner, safer and energy efficient. Our extensive portfolio of motor control products will help you achieve safety and productivity goals while meeting specific hygiene requirements. NHP’s technically advanced motor control offering leads the way in reliability and performance incorporating a greater use of sophisticated electronic control and monitoring. Combining in-house experts and products from leading global suppliers, NHP is your one stop shop for integrated,
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DEVELOPMENTS
I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do. - Leonardo da Vinci
Manufacturing Advocacy -Dieter Adam, Chief Executive, The Manufacturers’ Network Among the work we do as an Association, advocacy for our members and the wider manufacturing sector plays a critical role. We see engaging with decision makers and government processes as a vital way to make sure policy and the wider economic environment can be best placed to facilitate continued growth in our high value sector. We need to work to make sure those who hold the strings of power have a real-life understanding of the manufacturing sector – the challenges we face when trying to expand, innovate and thrive in an ever more competitive international environment, and the huge opportunities we have to bring sustainable high value growth, exports and employment to New Zealand.
includes: The Manufacturers’ Network, Plastics NZ, Metals NZ, Wood Processors & Manufacturers Association [WPMA], the New Zealand Building Industry Federation and the Maintenance Engineering Society of New Zealand.
that are of major concern to all the manufacturers represented in the group. Last year, we worked on a joint policy document which describes these goals and positions – this can be found on our website.
The group’s singular purpose is to work with Government and each other to improve the political, social and economic environment in which their respective members have to operate. As one would expect, there are lots of issues and challenges manufacturers face that are specific to their sub-sector, and these issues will continue to be dealt with by their respective sector organisation.
The group does not see itself as ‘a voice against Government’, nor does it see its role as just sending the Government a long list of demands. On the contrary, in a number of areas there should be a strong alignment of goals, if we can take the Government by its words. Be that regional economic development, free and fair trade, improving export revenues, efficient low-emission economic growth or securing the future of high-value jobs in New Zealand – all of these are challenges where manufacturers will be a necessary and integral part of the solution, and the group has put an offer to key ministers to enter into a dialogue to join forces to tackle these issues.
As an example, the strong competition for radiate pine saw logs between local processors and log exporters is of primary concern to the WPMA, whereas it is of little interest to PlasticsNZ, for example.
As part of our advocacy efforts, we have started to work alongside a number of like-minded businesses associations, who collectively, represent virtually all aspects of non-food manufacturing in New Zealand. Currently, this group
What has brought the group together, however, is the realisation that at the core there are a few challenges
To start 2018, the group has sent
letters out to a number of Ministers in key roles. We want to start a quality dialogue with these Ministers of the new Government as they get into the hard work of achieving their goals, and to identify the areas where we can all agree. We will continue our usual advocacy work, both directly with decisions makers/Government and through the media, along with our additional work representing manufacturers as part of this group. There are a number of issues we’re going to focus on this year, including innovation and the Governments policy to reintroduce R&D tax credits, accelerated depreciation and addressing skill shortages to name a few.
Analytics leaders wrestle with AI challenges for 2018 Top analytics predictions for 2018 foresee businesses grappling with artificial intelligence (AI), and lack of skills being a barrier for AI success, according to the International Institute for Analytics (IIA), a world leading independent research and advisory firm that helps companies improve business performance using the power of analytics. easier, AI will be a key talking point for 2018.
Data professionals will also see the dawn of the post-algorithmic age, where access to algorithms is a commodity with huge implication for analytics workers.
AI’s value has been proven across a wide range of use cases including language processing, image and video analysis, and predictive analytics, says the IIA report, which gathers viewpoints from over 200 leading analytics practitioners, executives and thought leaders.
Nick Hayward, head of analytics at NOW, the New Zealand consulting arm of data warehousing giant WhereScape, says the predictions from IIA spotlight the rapid pace of change.
The big issue facing organisations looking to use AI to get ahead will be the lack of skills available to turn visions into reality. This is not an insignificant problem given the relative immaturity of the AI toolsets currently available in the market today.
NOW has partnered with IIA as it believes the company’s approach to analytics benchmarking will be as successful here as it has been in the US. The move makes sense, given that NOW already calls many leading New Zealand organisations its customers (Lotto NZ, Lumino Dentists and the University of Auckland to name a few) and can complement IIA’s services with its deep knowledge of the New Zealand data and analytics market.
NZ Manufacturer February 2018
The report also notes that analytical software and the cloud will become fully intertwined with almost every commercial vendor or open source project moving to support the cloud. This will give companies more freedom to mix and match to find the right balance for their particular needs. Discovery and innovation will be helped by compelling cloud cost structures that make experimenting with different approaches highly affordable.
The key, as IIA sees it, is not to give into the AI hype and push for too much too soon; don’t over promise and under deliver.
Hayward says whilst automation provides the springboard for businesses to make cloud migration
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The key, as IIA sees it, is not to give into the AI hype and push for too much too soon; don’t over promise and under deliver.
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Finally, the report notes that the job title “data scientist” has been widely adopted and inconsistently assigned to various different roles tied to analytics. IIA predicts that confusion will increase in 2018 as to what role this title describes and encompasses. This will make it increasingly important for those seeking to hire data scientists to judge a person’s analytics capabilities based on skills proven in past work over reported job titles or project descriptions alone.
EMEX 2018
My thinking is that - if you want to be successful, learn from the other peoples’ mistakes, don’t learn from success stories. The book I want to write is “Alibaba: 1,001 Mistakes”. -Jack Ma
EMEX 2018 highlights hot topics in engineering and manufacturing
As EMEX 2018 is gearing up to be the largest event in its almost 40 year history, showcasing the latest technologies and products, it will also address the most pressing issues industry is facing. How do NZ companies address the growing lack of skilled labour and succession problems? What are we doing in areas as work safety and what practical steps are we making to improve our not so great record? What does all this talk about Industry 4.0 actually mean for you? Innovation is a fancy and very popular word but what qualifies as an innovative product? Who can help your business to become more innovative? You will find answers to all these questions at EMEX 2018 by talking to the experts and visiting the Innovation Quarter in the newly added Hall 1, where advisors from Callaghan Innovation are happy to discuss opportunities on how to tap into the Government R & D funds. You may even be the lucky winner of the $5,000 prize. The
Innovation
Quarter
will
showcase amazing technology that is revolutionising the industry. EMEX 2018 is proud to host the Employment & Training Hub where you can discuss your needs with ‘The Manufacturers Network’ and the Maintenance Engineers Society of New Zealand (MESNZ), who both are enthusiastic supporters of Competenz and M.I.T., who will run ‘speed meets’ will feature amazing technology and activities that include apprenticeship workshops and ‘speed meets,’ where employers are coupled to young upcoming talent, aiming for a career in Engineering and/ or Manufacturing. The third reason why you should visit Hall 1 is the Work Safe Advisory Lounge, where you can have a meaningful conversation with specialist about the real workplace health & safety you’re required to implement. Myths are
taken away really quickly when talking to one of the experts.
If you’re interested in promoting your products to the market place and join as an exhibitor, now would be the time to come on board! It provides you with enough time to prepare and be ready for the estimated 5,000+ industry professionals visiting EMEX 2018.
If you are time strapped (you shouldn’t of course as there is so much to see and learn!) please go and listen to one or more of the Seminars presented by experts in their specific fields, covering these topics extensively. Go and look at the preliminary program on www. emex.co.nz and lock it your diary! 3 full days of talks, presentations and discussions on what’s keeping the industry busy!
EMEX 2018 is to be held at the ASB Showgrounds in Auckland from May 1-3, 2018. For more information contact Aad on 021 314 199 or aad@xpo.co.nz
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INSPIRING MANUFACTURING AND INNOVATION EXCELLENCE
1-3 May 2018
WHY EXHIBIT?
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Showcase your latest products and services to industry decision makers
New Zealand’s leading engineering, manufacturing and technology trade show
Educate new customers on the latest technologies and leading edge innovations Sell directly to a targeted and qualified audience, generate leads and build business relationships
INTERESTED IN EXHIBITING? Contact our team now
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DEVELOPMENTS
Some of the world’s greatest feats were accomplished by people not smart enough to know they were impossible. -Doug Larson
Engineering firm takes mentoring to another level When six Wintec Ma- ori and Pasifika engineering students volunteered for work experience at Longveld recently, they got to work on a very special project. Together they have made the framework for Hamilton’s Matariki Interactive Waka sculpture.
launched their business with little more than a toolbox, a welder and some great trade skills in the early 90s. They celebrate innovation and believe very strongly in culture and wellbeing. Their adoption of ma- tauranga Ma- ori principles added a welcoming, cultural dimension to the students’ experience.
The work undertaken by the students on the waka ‘skeleton’ complemented their trade training as it required them to weld and assist with cutting steel while experiencing a real-world workplace.
“We’re no strangers to interesting projects, in fact at Longveld we relish the challenge. To work with students who are embarking on a career in engineering, and at the same time help to create something that is so culturally significant for our community, is really inspiring for our team,” says Pam.
Longveld directors Pam and Les Roa
The students have been mentored by Longveld engineer Jemoal Lassey who says he has a new respect for teaching and learning. “Upskilling these students, who I hope will become part of a new generation of engineers, was a reminder of how important it is to get the basics right, learn by doing and to ask questions along the way and challenge better ways of doing things,” says Jemoal.
Wintec engineering students Nathan Reidy and Robbie Puncheon working on the prototype with Jemoal Lassey, project engineer at Longveld.
Wintec tutor and PhD candidate Joe Citizen is behind the multidisciplinary
Matariki Interactive Waka project which to date has involved Wintec students studying trades, engineering, early childhood education and media arts working with industry partners and Wintec’s Ma- ori Achievement team. The next part will be working on the illuminated access hatches, which need to be integrated into the cladding design. Looking ahead, there are exciting plans for the Matariki Interactive Waka project as it nears completion in time for a June 2018 installation at Hamilton’s Ferrybank. In 2018, Wintec media arts, business and IT students will work together to create an app with the sensor data from the waka project. Sustainable energy options have been researched by Wintec electrical engineering students and next year will see their implementation, using solar and wind solutions. Wintec tutor and PhD candidate Joe Citizen developed the research partnership He waka eke Noa for his PhD with one outcome being the multidisciplinary Matariki Interactive Waka project.
The seven metre tall interactive sculpture is being built with a stainless-steel skeleton and clad in 3mm corten plate, and will utilise an interactive design that engages with the seven stars of Matariki through LED lighting and ambient soundtracks. The interactive sculpture will be activated by movement and its environmental sensor network will operate at dawn and dusk. The sculpture will be situated at Hamilton’s Ferrybank, having gained unanimous consent from the Hamilton City Council at both its concept and siting stages. It is a collaborative, consultative, multidisciplinary partnership with Wintec’s researchers, Media Arts, IT and Māori Achievement teams, guided by Wintec kaumātua Tame Pokaia. Current industry partnerships include Longveld, ACLX, and Taranaki-based MechEng. More than $100,000 of funding has been secured so far, with donations, grants, and in-kind support received from Perry Group, Trust Waikato, WEL Trust, Longveld and Wintec.
Labour announces changes to employment legislation -Buddle Findlay - Hamish Kynaston, Peter Chemis, Sherridan Cook, Susan Rowe, Alastair Sherriff, Andrea Pazin, Mere King, Nicola Ridder, Holly Hedley Labour has announced the first raft of changes to New Zealand’s employment laws, most of which reverse changes made by the National Government over the past nine years. When introduced, the Employment Relations Amendment Bill (Bill) will aim to “level the playing field” by strengthening employees’ rights at work.
• Reinstatement as the primary remedy for unjustified dismissal. This has been a political football and continues to receive attention despite employees’ infrequent use of this remedy (as Labour recognises) • Further protections for “vulnerable employees” in the sale or transfer of a business, and the removal of an exemption from these rules for employers with fewer than 20 employees. Further clarifications of these rules are always welcome but, in our experience, the exemption was not widely utilised.
One of the most significant changes will be the restriction of the application of 90-day trial periods to businesses with fewer than 20 employees. This is a change from Labour’s pre-election manifesto, which planned to establish a separate referee service for trial period disputes, and is apparently the result of Labour’s coalition agreement with NZ First. We anticipate that this change will have the most impact on New Zealand businesses given the current widespread use of trial periods.
Unions will also benefit from the reversal of several of National’s changes, as the Bill plans to:
The Bill is due to be introduced in early February 2018 so we do not have any confirmed details yet, but it is expected to also restore:
• Restore the duty to conclude bargaining unless there is a good reason not to. This has also been a political football despite not being widely relied upon, but nevertheless it is important to unions to ensure that employers cannot walk away from the bargaining table
• Statutory rest and meal breaks, subject to limited exceptions. We expect that this will remove the current flexibility and prescribe two 10 minute rest breaks and a 30 minute unpaid meal for every 8 hours worked
• Restore the earlier initiation timeframes for unions in collective bargaining, which we expect will mean that unions will again have a head-start in initiating bargaining (although not an advantage practically in our view)
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• Remove the multi-employer collective agreement (MECA) opt out, which will mean that employers can no longer refuse in the same way to bargain for a MECA, and will be bound by the usual good faith obligations. This means that employers may again have to sit at the same bargaining table as their competitors • Restore the 30-day rule. New employees will again need to be employed under terms consistent with the collective agreement for the first 30 days of employment. This change is likely to have the most significant effect on employers if they have a collective agreement in place and will require changes to their recruitment processes • Repeal partial strike pay deductions. These deductions have not been a widely-used initiative in our experience but do discourage partial strikes and will assist unions and employees in industrial disputes • Restore union access without prior employer consent. We see this as more of a procedural change than a substantive one. Also to the benefit of unions are several new proposals. Labour plans to promote union membership by:
• Requiring employers to pass on union information to prospective employees, including a form asking whether the employee would like to join • Providing greater protection against discrimination for union members • Requiring employers to pay union delegates a reasonable rate for their time spent representing other workers. Lastly, Labour intends to require the inclusion of pay rates in collective agreements. This is a new initiative that comes on the back of recent case law about the issue. Many collective agreements contain pay rates already, but there are many also that do not – for good reason. Once the Bill is introduced we will report further on its likely implications. At this stage, we would expect it to be passed and in force by the end of this year or early next year. The Bill will progress alongside the proposed changes to equal pay legislation. The Government has also announced that the Joint Working Group on Pay Equity Principles has been reconvened and will report to Ministers by the end of February 2018. We expect that legislation will be introduced not long after that.
When everything seems to be going against you, remember that the airplane takes off against the wind, not with it. -Henry Ford
DEVELOPMENTS
Climate change reports show need for joint leadership and action The findings of the climate change adaptation report confirms Local Government New Zealand’s longstanding policy and advocacy position that there is an urgent need for strong joint action to minimise the risks to the natural and built environment, the economy, and communities as a result of climate change. The Climate Change Adaptation Technical Working Group’s Stocktake Report provides a record of work underway by local and central government, and other stakeholders, towards building resilience to the effects of climate change, including across infrastructure, finance and health. The Coastal Hazards and Climate Change Guidance 2017 notes there are 68,170 buildings including 43,680 houses at risk of sea level rise, with a replacement cost of $19 billion. Key infrastructure across the country including five regional airports, 46km of railway and 1,121km of roads is also exposed to risk. The Stocktake Report finds that New Zealand has been slow in developing adaptation planning and identifies gaps that will need to be filled if New Zealand is to successfully adapt to climate change. These include a lack
of an overarching plan for how New Zealand can adapt to climate change, a lack of role clarity and scarce funding and expertise. It also highlights knowledge gaps, including about what the impacts of climate change will be on the environment and for communities. Local Government New Zealand agrees with the report’s points that effective climate change adaptation – whether by investing in infrastructure to protect communities or planning for retreat – requires coordination and collaboration between central and local government, and across other sectors and society. LGNZ President Dave Cull says while much of the work required to ensure communities are positioned to cope
with climate change impacts including sea level rise, greater frequency of intense storms and drought will happen at a local level, a clear plan developed by local and central government is critical.
“Many councils have started adaptation work and want to do more, but need central leadership and support, community buy-in and resourcing. Local government would benefit from working collaboratively with the Government to develop a plan for adaptation which clearly allocates roles and responsibilities, and addresses the costs associated with climate change adaptation.”
“This report reinforces what LGNZ has been highlighting for some time, which is that adapting to the inevitable impacts of climate change requires strong leadership from both central and local government and a clear, joint plan of attack.
Mr Cull says given the emphasis the new Government has placed on climate change, and the messages to date from Climate Change Minister James Shaw, we can expect to see movement soon.
There is an urgent need for strong joint action to minimise the risks to the natural and built environment, the economy, and communities as a result of climate change.
He says there is also a lack of understanding among communities about what the impacts of climate change will actually be, and a nationwide education and information campaign is needed. The Coastal Hazards and Climate Change Guidance will help councils make decisions about coastal areas.
Microplastic particles found in Antarctic waters Microplastic particles have been found in the oceans close to Antarctica, data collected during the Volvo Ocean Race has revealed. The new data comes from the Volvo Ocean Race Science Programme. Scientists analysed water samples, gathered at points during Leg 2 of the Race, between Lisbon and Cape Town and Leg 3 from Cape Town to Melbourne. The groundbreaking results, announced at the Volvo Ocean Race Hong Kong Ocean Summit, found microplastics in the Southern Ocean close to the Antarctic Ice Exclusion Zone. Compared to other oceans the number of microplastic particles was small, however four microplastic particles per cubic metre were still found. In Australian waters, close to Melbourne, one million microplastic
particles per square kilometre of ocean were found. Over one million microplastic particles per square kilometre of ocean were found in the Southern Atlantic Ocean, west of Cape Town, South Africa and on the third leg of the race, one and a half million microplastic particles per square kilometre of ocean were discovered east of South Africa. The tiny particles of plastic, which break down from larger pieces such as single-use plastic bottles, were collected by Race team ‘Turn the Tide on Plastic’ during the round the world race. Microplastic has the potential to enter the food chain, in species such as tuna and mackerel, and can cause harm
toughest test of a team in professional
to humans, too. It consists of small particles of plastic, often invisible to the naked eye and less than 5mm.
sport – racing 45,000 nautical miles and visiting 12 Host Cities on six continents.
The scientific research was collected using a state-of-the-art instrument, designed especially for the Volvo Ocean 65 racing yacht. Consisting of three key pillars — meteorological data collection; scientific drifter buoy deployment; and on-board analysis of key metrics for ocean health (including salinity, partial pressure of CO2, dissolved CO2 and Chlorophyll-a) — the Science Programme aims to create a snapshot of the health of the oceans to help scientists worldwide. Seven teams compete in the round-the-world race – dubbed the
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Volvo mats made from fishing nets reclaimed from ocean.
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DEVELOPMENTS
If you are willing to do more than you are paid to do, eventually you will be paid to do more than you do.
Empowering the impaired Otago Polytechnic students are using their tech-savvy skills to help others. software solutions are often relatively expensive,” says David Rozado, Senior Lecturer, Otago Polytechnic College of Enterprise and Development.
Several students in the Bachelor of Information Technology programme have developed software aimed at helping people who, because of severe motor impairments, are unable to control computers through traditional devices such as a mouse or the kyboard.
“Until recently, open-source accessibility software solutions have been relatively scarce and the existing ones do not match the range of commercial programs.
The solutions include facial gestures, voice prompts and eye movement.
“We have leveraged capstone projects at our Bachelor of Information Technology (BIT) degree programme to guide students towards the creation of a range of open-source accessibility software solutions.”
“Due to the relatively small size of the severely motor-impaired community and the large fixed costs of developing accessibility software, commercial accessibility
The software is available through an online repository (The Otago Polytechnic Accessibility Software Hub) to anyone “regardless of financial circumstances”, David says.
-Anonymous
New addition to Synlait leadership team Dr Suzan Horst will join the Senior Leadership Team on 1 April as Director of Quality, Regulatory and Laboratory Services. Managing Director and CEO John Penno says Dr Horst is a leading authority in the global dairy industry and has much to offer Synlait. Synlait’s quality testing laboratory, which was commissioned in 2015 consists of chemistry and microbiology laboratories, carries out almost 200,000 tests a year. Synlait also plays a leading role in providing market access for customers and securing regulatory approval for products, which means Dr Horst’s position will also have an international regulatory focus. Dr Horst is currently Director Quality Affairs, Business Group EMEA (Europe,
CSST appoints award-winning NASA scientist as Director of Research The Centre for Space Science Technology (CSST) is delighted to announce that Delwyn Moller, PhD has been appointed as Director of Research. Delwyn was born and raised in the Waikato, studied at the University of
implement technology for NASA space missions.
from Los Angeles, CA with her husband and two children.
Auckland and went on to design and
She will be moving to Central Otago
Steve Cotter, CSST CEO, believes Delwyn’s contribution will be invaluable to CSST and to New Zealand as a whole. “We are excited to welcome Delwyn and her family back to New Zealand, and to CSST. Delwyn’s experience and approach will be vital in establishing an agile, yet long-term research strategy for CSST - one that will help translate Earth observation data into valuable learnings for New Zealand industry, government, businesses and researchers.”
Dr Delwyn Moller, carrying a corner reflector into the San Juan Mountains in Colorado, USA for radar calibration during a NASA airborne snow measurement campaign.
Throughout her career, Delwyn has developed innovative state-of-the-art
In view of recent events Tim McLean, Lean Author, Consultant and Entrepreneur, TXM Lean Solutions Automation and “Industry 4.0” is not the right focus for most manufacturers, especially SMEs. I think it risks saddling them with capital costs, higher overheads for little return. Instead shorter supply chains, market disruption, more demanding customers and greater competition mean manufacturers need to focus on being more agile and on creating more engaged and empowered workplaces that can respond quickly to change. The emphasis of Industry 4.0 seems to be on improving the means of production, but for most businesses it is WHAT you produce and understanding WHO you produce it for is more important than HOW you make it.
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the Middle East and Africa) for FrieslandCampina. She has held other senior roles since joining them in 2005, including Director Corporate QA, crisis and issue management and Corporate Quality Assurance Manager. Prior to joining FrieslandCampina, Dr Horst was Global Food Safety Competence Manager for Nutreco B V and lectured agricultural economics and food safety before that. Dr Horst holds a Ph.D. in Agricultural Economics and a Bachelor of Science in Animal Husbandry from the Wageningen University and Research Centre in the Netherlands, part of which involved study at Massey University in New Zealand. remote sensing systems for measuring critical aspects of the Earth’s surface to support science, research and applied sciences with applications ranging from mapping ocean currents, ice-surface topography, surface water hydrology, snow depth mapping and soil moisture retrieval. In recent years a large emphasis of Delwyn’s work has been collaborating with both science and end-user communities to expand the utilisation and interpretation of remote sensing data. This requires understanding the underlying problems, infrastructure and culture of an end-user community and how to translate and share the information in a way that is meaningful and useful to that community. This approach aligns well with how CSST sees the future of Earth observation and the space industry in New Zealand.
ADVISORS Mike Shatford
Sandra Lukey
Matt Minio
Phillip Wilson
is an expert in the field of technology development and commercialisation. His company Design Energy Limited has completed over 100 significant projects in this vein by consulting for and partnering with some of New Zealand’s leading producers. Among Mike and his team’s strengths are industrial robotics and automated production where the company puts much of its focus.
Managing Director, Objective3D Matt has extensive hands on experience as a user and supplier of 3D Printing technology. He comes from a mechanical design and engineering background with 25 years’ experience in multiple high end 3D cad applications across a range of industries, including aerospace and automotive. He has been heavily involved in the 3D printing evolution - from initial early prototyping to todays advanced 3d printing technologies producing production parts straight off the printer. As Managing Director of Objective 3D, he provides Stratasys, Desktop Metal and Concept Laser 3D printing solutions to a host of industries across Australia and New Zealand.
Sandra Lukey is the founder of Shine Group, a consultancy that helps science and technology companies accelerate growth. She is a keen observer of the tech sector and how new developments create opportunity for future business. She has over 20 years’ experience working with companies to boost profile and build influential connections.
Phillip Wilson of Nautech Electronics has over 25 years of experienced in the development, commercialisation and implementation of advanced manufacturing technology, robotics, automation and materials. Serving companies operating within the aerospace, automotive, offshore, defence, medical and scientific industries on a global basis. More recently specialising in change management and business re-alignment for a range of commercial entities from medium sized SME’s to divisions of large corporates.
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A good traveller has no fixed plans, and is not intent on arriving. -Lao Tzu
title Virtual 3D modelling and simulation can help us create better cities text
Yan Liu Associate Professor, School of Earth and Environmental Sciences, The University of Queensland
Iderlina Mateo-Babiano Senior Lecturer in Urban Planning, University of Melbourne
Sebastien Darchen Lecturer in Planning, The University of Queensland
New technologies offer new possibilities for planning and designing cities. 3D urban modelling and simulation can give a real sense of the outcomes of planning decisions. However, incorporating these technologies into planning practice has its challenges. The possibilities of 3D modelling
How are cities using 3D models?
Integration into planning education
A virtual 3D city model is a digital model of urban areas. It represents terrain surfaces, sites, buildings, vegetation, infrastructure and landscape elements, and other related objects belonging to an urban space.
Local government and the private sector are increasingly using 3D city models to assist planning. An example is Virtual Brisbane. Brisbane City Council uses this computer-generated 3D model for strategic planning, development assessment and community engagement.
The increasing demand from industry for spatially adept planners adds to the importance of introducing new ways of teaching and training built-environment professionals.
This technique can be used to spatially design and visualise development in relation to the existing urban environment. It can also be used to compare different urban design strategies. These can be evaluated against measures such as land use, population and housing densities, building height, floor area ratio, and development costs.
Singapore is launching Virtual Singapore, a 3D replica of the city-state in July 2018. This platform will offer new possibilities for urban planners. Both Detroit in the US and Munich in Germany see realistic 3D modelling as important for planning their future.
Planners can use 3D modelling to analyse and communicate the impact of both existing and new (re) development plans. They can look, for example, at overshadowing, sunlight exposure, view corridors, compliance with zoning regulation, traffic gravity and solar potential of buildings – to name a few.
Companies like Dassault Systems are partnering with different cities to use digital tools to develop more responsive cities. The 3DExperienceCity project allows urban planners to digitally test ideas and better consider the impact of urbanisation. These techniques also integrate people, enabling a more personalised approach to planning to be developed.
The 3D models also offer a new platform to involve citizens in urban planning. It is imperative that public concerns, needs and values are part of government decision-making.
The University of Queensland is leading a project where researchers design and implement a sequential learning curriculum in its Bachelor of Urban and Town Planning program. By developing virtual 3D models students develop their spatial skills. Students learn to use ESRI’s CityEngine, an industry-standard software to develop 3D city models. This enables them to visualise, plan, assess and communicate existing and new developments. Most students in our experiment were enthusiastic about this new learning opportunity to hone their spatial skills, particularly in the earlier stage of the learning process. However, they were constrained by the limited time available to learn to use the technology. And the joy of learning and skill development is also challenged by the need to go beyond their comfort zone to secure a good
grade in the course. Nonetheless, students became fully aware of the technologies and recognised the importance of spatial skills for their professional development. The emergence of geodesign is at the intersection of geography, urban design and geospatial technologies. It helps inform when, where and how students develop spatial thinking capacities and skills. These capabilities are critical to managing, visualising, representing and navigating a data-based world. It also purposefully exposes students to innovative learning environments that allow them to visualise design scenarios and so better manage uncertainty. The use of interactive digital mapping in higher education is an effective instructional strategy to teach and practise critical spatial thinking. Augmented reality technology offers students a new way to visualise urban landscapes. It develops their map-reading skills and allows them to interpret landscape representations. This enhances their ability to understand the physical and digital aspects of urban places. The rise of geospatial technologies, sensor networks and the “Internet of Things” is transforming the urban planning curriculum, design and pedagogy. It provides students with new ways of learning critical spatial thinking skills and improves the training of spatial planners to better equip them for the age of co-creation. It also improves their spatial literacy to co-design the built environment. This can help them become better planners, become more relevant to design practice and increase their overall competency and employability when they enter the workplace. 3D modelling and simulation certainly offer new possibilities in designing planning solutions. City dwellers must be included in this process to develop strategies that are more responsive to sustainability challenges such as urban population growth.
Example of students’ work using ESRI’s CityEngine program.
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Your income is directly related to your philosophy, not the economy. -Jim Rohn
Fourth Industrial Revolution book calls
the way we govern technology
for upgrade to
A new book by Klaus Schwab, Shaping the Fourth Industrial Revolution, highlights the urgent need for new action and thinking on the governance of emerging technologies. · The speed at which technology is disrupting economic, political and social life means that leaders must act immediately to avoid negative impacts and harness its positive potential · Adaptation requires governments and businesses to shift to “systems leadership” to ensure governance and values are developed alongside technology as part of a wider system Released at The World Economic Forum, the book aims to help leaders develop the techniques necessary to harness technological advances to solve critical global challenges. The book is a sequel to Schwab’s bestselling 2016 book, The Fourth Industrial Revolution. The new book provides a practical guide to understanding 12 sets of emerging technologies from a systems perspective and better appreciating the rules, norms, institutions and values that shape their development and use. Such an approach is necessary, Schwab argues, given the unprecedented speed at which technology is developing, which makes outdated and redundant the approaches of governments, regulators and companies on which we rely to manage the impact of technologies. Schwab’s response is for leaders to adopt a “systems leadership” approach to ensure that developments in technology are not able to occur without parallel consideration being given to rules, norms, values and infrastructure. Unless technology develops within an inclusive and sustainable governance
system, the Fourth Industrial Revolution could exacerbate income inequality and leaving billions of people behind, while wasting the opportunity to deploy technology to help address global challenges. “It took the world more than a decade to develop a collective response to climate change. “If we take the same amount of time to respond to the Fourth Industrial Revolution, we will have lost the opportunity to influence the development of the technologies that shape the way we work, live and act. If we act now, we have the opportunity to ensure that technologies – such as artificial intelligence – sustainably and meaningfully improve the lives and prospects of as many people as possible,” said Schwab. The book calls on leaders to rapidly adopt the concept of agile governance of technologies, matching the
experts to present a practical guide for citizens, business leaders, social influencers and policy-makers.
nimbleness of the technologies and the private-sector actors who create them in constantly updating and rethinking rules in collaboration with other sectors.
It outlines the most important dynamics of the technology revolution; highlights important stakeholders who are often overlooked in the discussion of the latest scientific breakthroughs; and explores 12 technology areas central to the future of humanity.
For businesses, greater experimentation with new technologies and greater investment in people and skills are required to maximize firms’ ability to develop and bring to market winning innovations.
It was co-authored by Nicholas Davis, the World Economic Forum’s Head of Society and Innovation, and features a foreword by Satya Nadella, Chief Executive Officer of Microsoft Corporation.
When it comes to the general public, Shaping the Fourth Industrial Revolution urges people to be engaged in the issues surrounding the evolution of technology, and to make their voice heard to ensure that technology plays a positive role in helping to build a sustainable, inclusive, innovation-driven future.
The preparation of this book has also led to the creation of the Center for the Fourth Industrial Revolution in San Francisco, soon to be supported by a network of affiliated centers around the world, to establish an agile governance cooperation platform for business and government.
Shaping the Fourth Industrial Revolution draws on the contributions of more than 200 of the world’s leading technology, economic and sociological
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If everything seems under control, you’re just not going fast enough. -Mario Andretti
How 3D printing is building a new future of Manufacturing 3D printing has recently emerged as tech’s topic with the greatest expectations. It gets touted as the innovation destined to transform nearly everything, from manufacturing to medicine to entrepreneurship. Technically, 3D printing, or additive
The process of creating almost any three-dimensional object with various materials such as plastic, metal, or carbon fibre.
manufacturing, refers to the process of creating almost any three-dimensional object with various materials such as plastic, metal, or carbon fibre. For the past three decades, 3D printers were primarily used by engineers for rapid prototyping. With the rise of low-cost 3D printers in recent years, the technology has turned into a movement and a catalyst to
disrupt
industries,
businesses,
and conventional ways of doing lots different things from buying replacement parts to designing your own custom jewellery and accessories.
Not only is 3D printing quickly becoming popular with the average consumer and small business owner, and unleashing a whole movement of entrepreneurial makers, it is also changing the way big-name
manufacturers like Boeing and General Electric build their products. The two companies now use 3D printers to make dozens of parts for airplanes and jet engines.
continued from Page 1
Is there a standard for smart manufacturing? to smart manufacturing, don’t wait until new standards are complete to get started.
that define smart manufacturing today. National initiatives and industry consortia are monitored and enhanced so The Connected Enterprise will incorporate the best of future international standards as they emerge.
Industrial Internet of Things (IIoT) standards (I4.0) will take time to come to the ideal state in which data flows seamlessly among multi-vendor applications and devices.
That’s going to be important when we talk about another aspect of smart manufacturing: speed.
But rather than see that as a reason to delay, I see that as a reason to start now.
Constant Incremental Change
evolve, gain acceptance and become
Initiatives need to be agile enough to address emerging trends and technology. Right now, that’s not the case. Industrie
Smart manufacturing is not a moment in time. A good strategy thinks about how to use current standards to facilitate change that matters today — and support future evolution.
Smart manufacturing is not a moment in time. A good strategy thinks about how to use current standards to facilitate change that matters today — and support future evolution. In the case of digital industrial technology, the highest priority is connectivity – or connecting assets throughout the enterprise. This is the first step in realizing the value of the cloud and big data. Then, the next priority is cybersecurity, or helping confirm information shared via the cloud is secure from outside threats.
what our IT and OT landscape will be in a year, much less five. Some applications in the IT space will absolute within five years. It’s smart to look for and implement improvements continually. The goal is to sort through standards, apps and services to find the right ones for right cost-benefit analysis. That’s how you determine where you can make the biggest impact for manufacturing — and find the next opportunity for improvement.
Harnessing the Power In just the past few years industry harnessed
never-before-seen
levels
of processing power, mobility and visualization. We now can get any information we need, from anywhere and at any time. Standardisation is working behind the scenes, and we continue to align The Connected Enterprise with
Speed is a challenge for everyone. International standards that support operations technology (OT) are mature and can take a few years to evolve. In IT, the timing is more in months. Like
Why It Matters The Connected Enterprise capitalizes on the best of the international standards
NZ Manufacturer February 2018
realistic, because we just don’t know
now and to constantly assess using a
Industry is slow to adapt to new technologies, mostly because replacing existing assets with new, smart manufacturing versions can be complex and take time. The transition should take place in phases.
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apps on your phone, there’s always something new. By the time a standard can form around it, there’s something newer.
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4.0, for example, plans to release yearly updates on its interfaces and relevant standards, but is probably five years from describing the requirements for compliant products. That doesn’t seem
those standards to support smart manufacturing in whatever terms you want to use: Manufacturing USA, Industrie 4.0, China 2025 or Industrie du Futur.
I never dreamt of success. I worked for it. -Estee Lauder
The world is changing. Here’s how companies must adapt Although we have only seen the beginning, one thing is already clear: the Fourth Industrial Revolution is the greatest transformation human civilisation has ever known. As far-reaching as the previous industrial revolutions were, they never set free such enormous transformative power. The Fourth Industrial Revolution is transforming practically every human activity: the way we make things; the way we use the resources of our planet; the way we communicate and interact with each other as humans; the way we learn; the way we work; the way we govern; and the way we do business. Its scope, speed and reach are unprecedented. Think of it: Just 10 years ago, there was no such thing as a smartphone. Today, no one leaves home without it. Just a few decades ago, the internet connected computers at just a few sites. Today, practically every human being can connect to a network that spans the entire globe and provides access to the greatest repository of information and knowledge ever created by humankind. Enormous power entails enormous risk. Yes, the stakes are high. If we get the revolution right, digitalisation will benefit the nearly 10 billion humans inhabiting our planet in the year 2050. If we get it wrong, societies will be divided into winners and losers, social unrest and anarchy will arise, the glue that holds societies and communities together will disintegrate, and citizens will no longer believe that governments are able to fulfill their purpose of enforcing the rule of law and providing security. That’s why the Fourth Industrial Revolution is not just about technology or business; it’s about society. It is fascinating when a computer beats the best human GO player, when bots write texts, and machines “talk” to each other.
and every task, whether performed by humans or machines. Once everything works in the virtual world, the results are transferred to the physical world, the machines, and they close the loop by reporting back to the virtual world. This seamless integration of the virtual and the physical worlds in so-called cyber-physical systems – that is the giant leap we see today. It eclipses everything that has happened in industry so far. As in previous industrial revolutions but on a much larger scale, the Fourth Industrial Revolution will eliminate millions of jobs and create millions of new jobs. And because manufacturing accounts for 70% of global trade, this really is about “the wealth of nations”, to quote Adam Smith. That raises the question: what can we do to make sure as many citizens as possible benefit from the Fourth Industrial Revolution? First, we can learn from the past and lay the conceptual foundation for an inclusive society. In the middle of the 20th century, thought leaders such as the economist Alfred Müller-Armack developed the so-called social market economy, Germany’s model of success to this day. He envisioned an open society that aims to “unite the principle of the free market with that of the fair distribution of prosperity”. This vision is more relevant today than ever before because it points the way to an inclusive form of capitalism and to a sustainable model of economic and social well-being. The next step on the path to inclusiveness is to significantly raise
standards for business as far as social responsibility and sustainability are concerned.
You know the saying, “The internet cuts out the middleman”. Digital technologies enable completely new business models – and now we see that they enable new social models.
Contrary to Milton Friedman’s maxim, the business of business should not just be business. Shareholder value alone should not be the yardstick. Instead, we should make stakeholder value, or better yet, social value, the benchmark for a company’s performance.
One of these is the sharing economy. It challenges one of the fundamental precepts of our economic order: the prominent role of property. Whether you consider this good or bad, it’s reality.
Today, stakeholders – customers, shareholders, suppliers, employees, political leaders, society as a whole – rightfully expect companies to assume greater social responsibility, for example, by protecting the climate, fighting for social justice, aiding refugees, and training and educating workers.
Fourth, leaders must summon the courage to address the tough questions. And there are plenty of them. How can we secure the future of those whose jobs will be eliminated by machines? Do we need a guaranteed basic income? Should we impose taxes on software and robots?
The business of business should be to create value for society.
Do companies that provide global IT platforms have to comply with national rules and regulations? If so, how can they be enforced? What freedoms and rights should individuals have in the digital age?
Second, because the Fourth Industrial Revolution runs on knowledge, we need a concurrent revolution in training and education. Here, both government and business must join forces to provide workers with the skills and qualifications they need to participate in the digital economy, for instance, by being able to tap the opportunities created by artificial intelligence.
These are the tough questions we face today and longing for the alleged “good old days” may notyield good answers. In his book “Retrotopia”, the Polish sociologist and philosopher Zygmunt Bauman maintains that many have lost all faith in the idea of building a future society and turn to the ideas of the past, buried but not dead.
If the workforce doesn’t keep up with advances in knowledge throughout their lives, how will the millions of new jobs be filled?
Instead, we should look forward, point out both the opportunities and risks of the Fourth Industrial Revolution, and then roll up our sleeves and create answers that really work for us and future generations.
Third, we must encourage innovation and the ability to adapt. Digitalisation has demonstrated its disruptive power in the past; it has turned entire industries upside down.
Nevertheless, we humans define the algorithms that govern machines and not the other way around. And make no mistake about it: we are now writing the code that will shape our collective future. That’s happening in manufacturing right now. What we call Industrie 4.0 enables manufacturers to create a “digital twin” of the entire manufacturing environment – from lab to factory floor, from showroom to service. Manufacturers can design, simulate, and test sophisticated products in the virtual domain before making the first physical prototype, before setting up production lines, and before starting actual production. Software helps optimise every process
The Fourth Industrial Revolution will eliminate millions of jobs and create millions of new ones.
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FOOD MANUFACTURING
I don’t look to jump over 7-foot bars-I look for 1-foot bars that I can step over. -Warren Buffett
Riot Foods success defies doubters The flagship brand, CleanPaleo, has a range of 20 products, including breakfast blends, protein powders, biltong and bread, with more products set to launch in 2018 (most of which have been requested by their major retail partners). It’s a premium brand, characterised by products that are free from gluten, grains, dairy, preservatives and additives and is the leading Paleo brand in New Zealand.
In 2013 when Ryan Kamins took a brown paper bag with his home-made Paleo cereal to the local health food shop to see if it would sell, he had little idea that it was the beginning of a business that is forecast to sell over $2 million in product this year. Along with Art Green, Ryan Kamins has successfully established Riot Foods, a new generation food business, now in its 5th year. They have an unshakeable commitment to producing wholefoods that are free from harmful ingredients and making wholefoods accessible to mainstream consumers. Under the Riot Foods umbrella sits CleanPaleo, Poppy + Olive and WholeFoods Manufacturing.
CleanPaleo is stocked Nationwide in Countdown as well as over 50 other independent stores. It is also selling to Australia, with 10 new stores coming on board every month, and Amazon U.S.A., who recently awarded CleanPaleo Manuka crunch breakfast blend their Amazon Choice award.
Earlier this year Riot Foods purchased Poppy and Olive, a niche range of nut butters- which features Smooth Almond, Crunchy Almond, Cashew Almond and Chocolate Hazelnut. All the products are made using only wholefood ingredients and are high in protein and free from processed sugar and are of course gluten free, vegan and paleo approved! At purchase, the business was selling less than $2,500 per month of product. 9 months later, and after a re-brand, Poppy + Olive is now selling more than 6x that, with negotiations underway with significant retail partners. WholeFoods Manufacturing, the production subsidiary of Riot Foods, is a dairy and gluten free facility and the only Paleo certified manufacturing plant in the country. It produces all their products. To meet the increasing demand, Riot foods has recently purchased a second premises which will start operating in 2018. As with every successful business, it has been achieved through hard work and perseverance. In his first year, Kamins was working full time as a landscaper during the day and hiring out a bakery at night to manufacture the cereal whilst he built up his stockists through
door knocking independent health food stores. Six months later, in September 2013 with the opportunity to pitch to Farro Fresh, he borrowed $10K to establish and repackage the CleanPaleo brand. After successfully being accepted into their stores, he started using a contract manufacturer in order to meet the demand and give him time to concentrate on the bigger picture. Asked about the key to the success of Riot Foods, Kamins said “We totally believe in what we are making, but most importantly we are filling a gap in the market. For both myself and Art (Green), having the convenience of being able to buy wholefoods and Paleo products off the shelf, means that healthy eating is so much more attainable. “The market is saturated with processed foods and bogus ‘healthy’ foods. Consumers are much more knowledgeable than they were 20 years ago and a lot of them want to eat healthy food. We’re committed to fulfilling that gap. Riot Foods provides a convenience factor allowing everyday people to access wholefoods in a convenient way”.
Art Green and Ryan Kamins.
Focus on New Zealand brands needed in face of trade uncertainty Uncertainty over Brexit means New Zealand needs to urgently focus on developing brands and differentiating our agricultural exports.
time Britain took approximately 90 per cent of our butter, 75 per cent of our cheese and about 80 per cent of our lamb exports. Britain had to adopt the European “common agricultural policy” which imposed tariffs and quotas on non-European agricultural imports
However, the recently announced TPP agreement – which is to be signed on 1 March – offers potential for enhancing our markets. Senior lecturer in Agribusiness Management, Dr Nic Lees, said New Zealand produces some of the best fruit, wine, meat, seafood and dairy products in the world but around 70 per cent reaches the consumer with no identification that is sourced from here. “Sudden changes such as Brexit remind us that relying on undifferentiated commodity exports leaves us vulnerable to sudden changes in government policies,” Dr Lees said. “When consumers demand a branded product, it is difficult for governments to shut it out of the market.” Forty-four years ago, Britain joined the European Common Market. At the
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However, he said, New Zealand has never been good at marketing our food products.
This meant New Zealand was effectively shut out of our largest agricultural export market. At the time, most of these products were being exported as commodities, frozen lamb carcasses and blocks of cheese. The only branded product was Anchor butter.
“Despite our reliance on food exports, Lincoln University provides the only specialist food marketing degree in New Zealand. The Bachelor of Agribusiness and Food Marketing was developed due to a call from industry for graduates who understand the specialised nature of producing and marketing our food products.
For the next thirty years the New Zealand economy suffered as we searched for new markets and attempted to develop alternative industries. China has replaced Britain as our largest market. However, 70-80 per cent of our food exports are still sold as commodity products.
“It is an integrated degree covering agribusiness management, food science, supply chain management and food marketing. This provides students with a unique set of skills specifically focused on preparing them for marketing the unique features of New Zealand food products.”
“We need to develop differentiated and branded products that consumers demand,” he said.
He said Zespri kiwifruit and New Zealand wine have led the way in developing strong brands that consumers demand.
“We can learn a lesson from Anchor
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butter, as it is a brand that is still strong in the British market.”
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“Unfortunately, most other industries still focus primarily on commodity trading.” The development of synthetic alternatives to meat and milk also calls for stronger branding. “Developing a culture of marketing and meeting consumer demands for natural health foods provides New Zealand with a way to capture more value from our exports. “To do this we need graduates going into the industry with an understanding of the whole value chain and who are passionate about positioning New Zealand food as a premium product branded and targeted at specific consumers.,” Dr Lees said.
FOOD MANUFACTURING
Build something 100 people love, not something 1 million people kind of like. -Brian Chesky, cofounder of Airbnb
Dairy robotics success story attracts Australasian investors The latest investment offering for inspection industry disruptor Invert Robotics has closed after attracting considerable interest from a number of high net worth and institutional investors from across Australia and New Zealand. Invert Robotics provides non-destructive inspection services using state of the art mobile climbing robots.
other sectors and throughout the food and beverage manufacturing industry in Europe and Asia such as FrieslandCampina and Heineken.
Their climbing robots enable precise and accurate remote inspection of non-ferromagnetic surfaces such as stainless steel, carbon fibre, aluminium and glass.
The Company has also captured the attention of those working in the lucrative aviation inspection market and is poised to make a European partnership announcement soon regarding its successful development of further advanced robot technology.
Patented robots are installed with high definition cameras and sensor technology to allow for equipment to be assessed for maintenance and for preventative analysis on a remote basis. Inspectors are fed real-time video during the inspection that allows for immediate and highly accurate analysis. The device is already being used by the major Australian and New Zealand dairy companies and co-operatives such as Fonterra, Synlait and Murray Goldburn, as well as a number of global food and beverage brands. It is also attracting interest across
Invert Robotics is also looking at potential opportunities in the chemical industry, in addition to further work with energy, oil and gas companies. Following an almost million dollar crowdfunding campaign through the Sydney-based platform Equitise, a further NZ$6.4 million has now been raised from a limited sophisticated private investor round. Shareholders now include the former CEO of Macquarie Group Ltd, Allan Moss, and Inception Fiduciary Pty Ltd. These
investments
add
to
the
considerable funding received from government and private venture capital sources soon after the company was founded by its now Chief Technical Officer, James Robertson. Since 2015/2016, Invert Robotics has experienced exponential growth; for the 2018/19 Financial Year, its revenue is expected to further quadruple, with significant contributions from European operations.
“The accuracy, efficiency and the value-adding environmental and safety benefits of robotic technology makes it an obvious choice as global consumer demand for product safety, brand integrity and transparency grows,” Fletcher said.
“Unlike other inspection methods using dyes, drones and optical or laser devices, our technology provides 360-degree diagnostics and does so in up to half the time of traditional inspections”, said Invert Robotics Managing Director Neil Fletcher.
Given the company’s rapid growth, in addition to its Australasian base in Christchurch, the company has opened an office in the Netherlands and is poised to open premises to operate in Germany and Denmark.
Succeed by optimising consumer trust
Take the lead in providing supply chain transparency
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The modern shopper has an unprecedented appetite to learn more about what goes into their food and how it was made. Provide your customers with product transparency and trusted verification with AsureQuality Assurance Marks. Our AQ Assured Mark is displayed on-pack for quick recognition with QR code access when shoppers are making their decisions in-store and online.
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ANALYSIS
Don’t tell people how to do things; tell them what to do and let them surprise you with their results. -George S. Patton
Machines can’t dream kindness, innovation, and creativity rise up, take hold and gain unstoppable momentum.
People are concerned about robots. Ever since a computer system defeated chess champion Gary Kasparov 20 years ago, public perceptions of progress in artificial intelligence (AI) research have been defined in terms of high-profile competitions pitting human against thinking machine.
It is possible to create a world where AI benefits humanity, where automation frees people from dangerous, repetitive tasks and affords us the freedom to focus on activities that only humans can perform – with empathy, moral judgment, and love.
Anxiety is high about what the ultimate consequences could be. In the wake of Deep Blue’s triumph, other machines powered by AI have racked up momentous victories against human opponents in the game show Jeopardy and, most recently, against the world champion Go player. The latest version of Google’s AlphaGo software taught itself to play the strategy board game without any human help at all.
reliable and do not get tired, but they don’t improvise well. Changes on the assembly line require painstaking reprogramming by humans, making it hard to quickly alter what a factory produces.
Better together
The solution, say researchers, is a facility that uses AI to orchestrate the factory of the future, programming robots and handing out assignments to the humans working alongside them.
Instead of pitting man and machine against each other, we can work together to create something called ‘augmented humanity’.
We will need thoughtful planning if we are to avoid the potentially negative impact technology has on society. Together, we must address
Machines don’t dream. Machines don’t set goals and are not responsible.
The debate among leaders, technologists, futurists, employees of all stripes is on the profound impact AI will have on our workplace, our societies, our lives. The scale of this impact is hotly debated. Could machines replace us? Could they actually take over?
Working with careful foresight, global technology leaders have the responsibility to help ensure that smart machines work in harmony with humans, rather than in competition with them.
There are smart minds on all sides of this issue. Some, like Professor Stephen Hawking, believe AI’s rise represents an existential threat. He told a BBC radio audience: “I think the development of full artificial intelligence could spell the end of the human race.”
While we need to acknowledge and mitigate risks – for example by retraining workers displaced by the next wave of automation – we must also realise that AI can deliver benefits for all mankind.
Others believe the rise of automation represents a veritable utopia made possible by smart machines.
Mehdi Miremadi, a partner at McKinsey & Company, says the future lies in cooperation between man and machine, rather than rivalry. “I think the human-robot interaction is the name of the game. It will be the most important trend in the near to mid-term, the next five to 15 years.”
Optimism is a free stimulus in any country. In that spirit, this evolution could create massive potential for the human race. Any way you look at it, one thing is clear: there is nothing to be gained by hand-wringing about a dystopian future that we have the power to avoid. Let’s create the future we want to live in.
Reflecting this, leading industrial manufacturers are exploring options to deploy collaborative robots or ‘cobots’ on the factory floor. Their reasoning is simple. Robots are consistent,
Even in divisive times like these, we see human qualities such as ingenuity,
the potential threat of large-scale alienation leading to the rise of a fractured populace. Leaders in government, the private sector and education must work together to ensure that young people have the skills needed for a digital marketplace and that those already in the workforce can adapt to new requirements. It is already clear that reskilling and life-long learning are the new normal. Businesses will need to operate with transient, contingent workforces of all ages. Economic impact While AI has the potential to change many aspects of our lives, there is considerable disagreement among experts on how many jobs could be automated through AI. A small percentage of current jobs are susceptible to full automation, but almost every occupation could be partly
automated. The tasks most prone to automation are predictable, routine activities such as data collection and processing. But we should remember that AI also contributes to human safety by taking over jobs that are too difficult or dangerous for people. Throughout history we have seen that tectonic technology advances do lead to employment shifts, but have consistently resulted in the creation of new, modern jobs – often in greater numbers than those displaced. Most industry analysts agree that AI will be a core driver for economic development. Gartner predicts AI-enabled tools will generate $2.9 trillion in business value by 2021, while PwC believes AI could potentially contribute almost $16 trillion to the global economy and boost GDP growth by up to 26% by 2030. Some estimates suggest companies could save an astounding $3 to $4 trillion annually through AI-enabled task-based automation. ‘There is no room for small dreams’ The benefits of AI for companies go far beyond cost savings. They also mean more innovation, improved forecasting, optimised operations, more personalised customer services, and enhanced user experience for consumers. As in any technology transition, we must never lose sight of the human element. There are some things even the smartest machines cannot manage. Machines don’t dream. Machines don’t set goals and are not responsible. Even when trained with high volumes of data, machines can only learn from the past, they cannot imagine the future. Fortunately for us, life and business are not purely mathematical chess matches. Uniquely human capabilities such as flexibility, creativity, curiosity, and emotional intelligence will always be necessary to run the intelligent enterprise. There is no room for small dreams. We need to conceive of unimaginable possibilities and then get to the hard work of turning them into reality. When I look to the future, there is a real need for thoughtful debate on the societal impact of AI, so the disenfranchised do not get left behind. This is our modern responsibility. But the world’s greatest challenges are also our greatest opportunities. Only when we dream big can we rise to our full human potential.
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If something is important enough, even if the odds are against you, you should still do it. -Elon Musk
COMPANY NEWS
Manufacturer delivers strong message at Metco Network Evening
While the inaugural Kaeser Compressors Network Evening in Wellingtons’ Hutt Valley would be expected to generate local interest, it was the comments of director Paul Jessup that delivered as much discussion as the Metco’s new Seaview premises. using our unique Kiwi strength of rapid turn around and a solution based approach. The results speak for themselves with a portfolio of 600 customers including the Defence Force, Parliament and Rocket Labs.
Paul Jessop
Metco is owned by Paul Jessup and Brent Greer, two men with a firm grip on running an engineering component supply operation in the digital machine age. Building on its established presence in the Japanese market supplying friction window stays, the company has leapt from strength to strength, necessitating a recent move to the new expanded Seaview premises. Metco joins a growing list of New Zealand companies that have turned away from the commodity driven markets of yesteryear, ignored the third world competition bleating and got on with building niche operations
The amount of digitally controlled equipment is stunning and listening to Jessup’s description of the expandable potential gave the attendees a heartening glimpse of what is possible. Metco’s roots and mainstream activities come out of traditional brake pressing cutting and folding industry, with the adaption of the latest digital technology. “This technology is leading edge.” quoted Paul Jessp “The machines are a good example of how New Zealand Industry could be positioned, developing and applying the next era of machine tools. The potential of automated laser welding is a prime example. “We have the ability to think outside the square and the innovation and efficiency to rapidly deliver it. However, there is absolutely no political drive or backing to support our potential. The machine tool operations you see in
the noise generated by the die shear action. The attendees were impressed by the quietness of the operation, a view shared by Worksafe.
front of you would be considered a trade in any other country, but here it is not recognised and there is absolutely no training capability offered by the technical education sector to satisfy it.
The Kaeser Compressors Network Evening series is as much about highlighting the capabilities of local companies as it is about spectacular achievements or interesting maintenance challenges and the Metco evening proved once again that innovation is a thriving capabaility in New Zealand.
“The bums on seats mentality of the sector is costing this country dearly.” Metco have given up looking for by outside training and now recruits, trains and develops its entire specialised staff itself. Digital technology provides infinite scalability meaning the team can quote in numbers from 1 to 1 million, but the key to success in Jessups view is Metc’os ability to control the entire process from start to finish.
The evenings are hosted to showcase local operations and provide networking opportunities for engineers across all regions of New Zealand. The evenings offer the opportunity to take a look at the host operation and discuss common issues and solutions in a relaxed after work environment.
Jessup and Greers innovative approach is not restricted to new age machine tools and customers needs however. Their ethos extends to their own older traditional brake presses where a looming problem with traditional noise issues was resolved by addressing
Open to interested members of the public, the nights are well patronised.
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NEW PRODUCTS
Never be afraid to try something new. Remember, amateurs built the ark. Professionals built the Titanic. Anonymous
Lapp extends strong association with ECS NZ One of the world’s leading providers of branded cable and connector systems and integrated electrical and automation engineering solutions, Lapp, is establishing a fully-fledged subsidiary in Australia.
used in future-focussed areas of industry, such as automation, robotics, energy management, data distribution and intelligent manufacturing, buildings, infrastructure and process engineering.
new levels of service and choice to the Australian market, offering strong inventory of over 1,000 product lines onshore as well as direct access to more than 40,000 standard items from Lapp’s global ranges.
Lapp Australia – headquartered at Eastern Creek, Sydney – will meet demand nationally for technologies
Lapp Australia General Manager Simon Pullinger says the new facility – to open on February 1 – will bring
Lapp Australia will work in close co-operation with its established key local Lapp distribution partner in Australia, Treotham Automation, which brings market-leading local expertise to its specialised markets. Lapp Australia will also extend its strong association with ECS New Zealand, a family-owned business, like Lapp, which has been a Lapp distributor for more than 30 years. ECS Investments is a 50 per cent shareholder in the new Lapp Australia business, with the other 50 per cent owned by Lapp Holding Asia. The existing online Lapp Express website, meanwhile, will continue to expand in both countries, complementing the new strengths delivered by Lapp Australia.
Mr Pullinger says Lapp’s investment in a new full subsidiary in Australia is a strong vote of confidence in local industry as it increasingly moves into the global industrial automation market, which is forecast to grow to an annual worth of $US 350 billion ($A460 billion) by 2024.* Mr Pullinger says the new Eastern Creek facility provides a strong base for engineering, technical and product support staff, operating in a technology and distribution environment modelled on Lapp’s global facilities supplying more than 100 countries worldwide. These facilities provide fully tailored solutions, service and product backup that are easily accessible to engineers, designers and specifiers. Lapp Australia’s locally available stock, compatible products and systems and quick order turnaround times are designed to streamline the specifier’s job and to deliver optimum on-time results with outstanding ongoing reliability.
Hugely durable Wearply outstanding for materials handling and electrical tasks designers globally for its superior performance in a huge range of applications, from rail, materials handling facilities and associated electrical plant through to vibratory machinery in minerals and primary production processing and loading applications.
A hugely durable reinforced plastic composite that weighs less than aluminium but has up to 10 times the specific strength of 1020 steel is being offered by Cut To Size Plastics for demanding rail, ports, mineral processing, materials handling facilities, infrastructure construction and associated electrical and industrial applications.
“The same qualities that make it suitable for advanced aerospace and medical applications – such as helicopter blades and MRI equipment – mean it can be employed with confidence in rail, materials handling, marine and ship loading and high-precision tasks where reliability is vital,” says Mr Flood, who has national and international experience in the application of light but outstandingly durable engineering thermoplastics in applications including rail transport and infrastructure, materials handling, mining and electric machinery and plant.
Wearply reinforced plastic composite is ideal for maintenance, engineering and fabrication tasks which aim to optimise design and performance of infrastructure and machinery components and leaf spring assemblies in which performance and reliability is vital. Wearply can withstand millions of stress cycles at 1400 bar (20,000 psi) without fatigue failure. Wearply derives its enormous strength, performance and durability from epoxy resins reinforced with continuously aligned, non-woven filaments. This allows plies to be laid so reinforcement is oriented to give greater strength and stiffness in the direction, or directions, in which it is most needed.
Material advantages of Wearply include: • High strength-to-weight performance, including 50 per cent greater compression strength than 1020 steel and a strength-to-weigh ratio up to 75x 106 mm. Aluminium is 45 per cent heavier
Parallel filaments resist the stress abrasion that can shorten the fatigue life in conventional reinforced plastics.
• Chemical and corrosion resistance – demonstrated in a wide range of vibratory conveyors, feeders and
“This advanced engineering material is winning the attention of machinery
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Wearply from Cut To Size Plastics is used for applications ranging from insulated rail joints, above, through to vibratory conveyor leaf springs used in processing and loading equipment as well as electrical motor, generator and transformer components.
screening equipment working in aggressive environments, including rail and minerals loading facilities. • Improved electrical resistance – for performance as an electrical insulator in areas such as rail jointing, where it is used in standard, heavy duty and adhesive types, and as a structural high temperature composite in generators and transformers • Damped vibration, noise and shock, qualities • High impact strength and low notch sensitivity • High resistance to fatigue, which, combined with other properties such as high dynamic strength, makes the
material very suitable for helper, guide and drive springs in swing and screen technology • Longer service life • High temperature stability – dry service temperature up to 177 C (350F) • High elastic storing capacity combined with high mechanical strength, to provide higher resiliency as compared with normal steel leaf springs, higher internal damping, well balanced resilience behaviours and six-fold storage capacity as to elastic energy compared with steel springs. Also used in shock and strut structures
NEW PRODUCTS
Ambition is the path to success. Persistence is the vehicle you arrive in. -Bill Bradley
Liquid level switches support
and temperatures The Optomax Industrial series has the added advantage of greater overall electrical robustness and flexibility. They are capable of accepting supply voltages from 4.5VDC to 15.4VDC or 8VDC to 30VDC and have built-in protection against over-voltage, reverse polarity, and the presence of voltage transients or electrostatic discharge strikes. Delivering an output current of up to 1A, they can be used to directly activate alarm beacons, relays, pumps and motors within the system - so that reactive measures can be taken. A broad variety of electronic output configurations are available, to meet specific application requirements. The liquid level switches can deal with pressure levels up to 20bar. In addition, industrial operating temperature ranges are supported - standard models covering -25 to 80°C and extended versions spanning all the way from -40 to 125°C.
higher supply voltages
These devices have compact dimensions, measuring as little as 33.8mm in length, and come in a choice of M12, ½”-20 UNFand 1/4” NPT thread options. They are supplied in two different chemically-resistant, anti-corrosive housing options, with Polysulfone being used for the majority of applications and Trogamid being employed mainly in tasks such as food and beverage processing. The proprietary Optomax liquid level sensing circuit consists of an IR LED and a phototransistor, accompanied by a microcontroller unit. The strength of the IR signal passing between the LED and the phototransistor alters when liquid comes into contact with the sensor tip - thereby providing a rapid and
highly precise method to determine
As this mechanism is based on a
the presence of liquid (even in the
solid-state
smallest of quantities) or its or absence.
moving parts involved, it is much
The switches’ output signals can be
more
arrangement,
reliable
than
with
no
alternative
set ‘high’ in order to correspond
solutions (such as float switches).
either to a wet or a dry state,
Optomax devices are, as a result, not
as
the
subject to mechanical wear and tear, nor
application and connected circuitry.
are they susceptible to jamming issues.
is
most
appropriate
for
Light bar delivers a lot more light A new compact driving light bar is 30% brighter than a conventional L.E.D bar*. The ‘Explora’ L.E.D Driving Light Bar employs ‘Advanced Optic Drive Technology’ to produce an impressive 2400 Lumens and 1 Lux of light at 269 metres, making night-time motoring on very dark roads, around the farm or in off-road locations much safer. With an ultra slimline design, the Explora light bar is well suited to a wide range of vehicles including trucks, passenger cars, all-wheel-drives and four-wheel-drives, particularly those without a bull bar or nudge bar fitted because of its unique mounting capabilities. The Advanced Optics in the Explora use a special reflector profile that more efficiently captures the light from the unit’s 12 x 3W high-powered L.E.Ds (producing 6000°K) and concentrates the focus to achieve a penetrating light output further
down the road. This technology minimises wasted light, instead focusing the beam where it’s most needed by the driver. The result is one of the most effective driving light bars on the market. Along with its versatility and bright white light output, the Explora light bar is built to withstand the tough weather conditions and demanding on-and-off-road applications here in New Zealand. The light bar features a durable one-piece diecast aluminium housing without end caps for superior heat dissipation and protection against moisture. Also assisting performance is a virtually unbreakable polycarbonate lens, the combination of which makes the Explora
bar fully-sealed to IP68 and even submersible to IP69K levels. Despite its high light output, the 9-32V multi-voltage Explora L.E.D Driving Light Bar benefits from a low current draw and is suitable for both 12 and 24V vehicles. For added peace of mind, the new Explora bar is also covered by a 5-year L.E.D warranty. The Explora’s high quality features extend to the mounting hardware, which includes stainless steel brackets and a pre-wired weatherproof Deutsch® connector for easy installation.
aluminium construction and features a durable powder coated finish. The new bracket is compatible with New Zealand number plates and can be fitted in minutes with no drilling required. For convenient installation NARVA also recommends the use of its part no. 74401 wiring harness, which is available at an additional cost and includes all the wiring and connectors necessary for fast and hassle-free fitment of the Explora. *Comparison based on 12-inch single row conventional L.E.D light bar
To complement the light bar, NARVA is offering an optional number plate bracket (part no. 72292) at an additional cost. The bracket uses lightweight
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ANALYSIS
It wasn’t raining when Noah built the ark. -Howard Ruff
Driverless: What’s
the difference between Level 2 and Level 5 Autonomy?
Self-driving cars are no longer science fiction. Today, you can already buy a car that steers itself through rush-hour traffic on the freeway and parallel parks. However, for a car that can do the same job as a chauffeur, you’ll have to wait a few years. The “driverless” revolution is rolling out in stages, much like the first cars developed from slow, steam-powered contraptions to gasoline-powered automobiles to now fully electric vehicles. The key to making the leap forward from the prototypes packed with racks of servers already roaming California’s freeways to vehicles you can drive off the lot: putting more computing power into less space.
Lane Departure Warning or Nissan’s Moving Object Detection fit here, too. But beeps and flashes are the limit — the car remains totally dependent on human drivers for steering and speed.
Level 1 – The car in your garage Consumer vehicle introduction: 2007 Most cars today include gadgets such as cameras and sensors to help limit driving speeds or provide assisted braking. Specific examples include Ford’s Collision Warning with Brake Support, which decelerates the car when it gets too close to another vehicle, and Nissan’s Intelligent Cruise Control, which sets speeds when taking curves and controls following distance.
That’s coming, thanks to breakthroughs such as Xavier, the most complex system on a chip, or SoC, ever created, with more than 9 billion transistors and representing an investment of $2 billion in research and development. So what kind of capabilities can this kind of computing horsepower unleash?
You’re still in for a rough ride if you take your hands off the wheel.
To define the path to fully realised autonomy, the Society of Automotive Engineers (better known as SAE International) detailed six categories of autonomous capability to establish clear benchmarks in a field of technology that has so many different elements in play.
Level 2 – Available in some luxury cars Consumer vehicle introduction: 2014 Most of today’s advanced driver assistance systems fall under level 2, including Tesla’s Autopilot, Cadillac’s Supercruise and Volvo’s Pilot Assist. Where level 1 vehicles control either speed or steering, vehicles at level 2 can control both simultaneously, and may include features like lane centering. Autonomous mode is limited to certain conditions, and human drivers still have to take control when driving over any terrain more complicated than highways or clearly marked roads.
Level 0 – Your grandparents’ 1970s station wagon Consumer vehicle introduction: 1900-present At its minimum, level 0 is essentially a seat and steering wheel, with zero automation. (Sorry, automatic transmissions don’t count.) That covers a broad range, from Clark Griswold’s vinyl-sided station wagon in National Lampoon’s Vacation to much more modern vehicles.
While cars with level 2 autonomy are on the road today, there’s room for advancements here.
Contemporary cars with driver assistance systems that issue visual and audible alerts such as Volvo’s
The next step: merging input from
sensors placed both inside and outside the car, so a vehicle can react to its driver — and the environment around it — more intelligently. Even if the car is not driving itself, it can take action to keep the driver and passengers safe. NVIDIA calls this Super Level 2, and it’s a task that will take a great deal of computing power.
Level 3 – Where only a few, like Audi, dare venture today Consumer vehicle introduction: 2018 Level 3 vehicles can steer, accelerate or decelerate, and pass other cars without human input. They can also manoeuvre around incidents or traffic jams. Where level 2 cars require drivers to have at least fingertips or a pinkie on the wheel, level 3 systems enable drivers to take their hands off the wheel and feet off the pedals — but only in specific situations. Humans still need to be ready to take back control when the car requests it. Some manufacturers identify the handoff from autonomous driving to human driving as a risk, leading companies like Volvo to skip level 3 altogether. “If you are doing something else, research shows that it could take two minutes or more before you can come back and take over. And that’s absolutely impossible,” said Volvo CEO Hakan Samuelsson in an interview with Bloomberg. Audi, however, doesn’t agree. The German manufacturer is rolling out its flagship Audi A8 as the first commercially available level 3 vehicle. The car can drive itself up to speeds of 60 km/h, handling stop-and-go traffic during congestion and rush hour and will give drivers 10 seconds to resume control.
Level 4 – Offices and cinemas on wheels Consumer vehicle introduction: 2021 According to SAE guidelines, a level 4 car should be able to drive itself safely, “even if a human driver does not respond appropriately to a request to intervene.” A level 4 car will slow down, pull over or park itself at a safe spot if the driver doesn’t take control when requested, which might happen in tougher navigation like off-road You will need to keep an inventory of all the hazardous substances in your workplace. driving or unmapped roads.
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With an unprecedented 320 TOPS of deep learning calculations and the ability to run numerous deep neural networks at the same time, the Xavier-based Nvidia Drive Pegasus will provide everything needed for safe autonomous driving. It’s a task that will take enormous amounts of computing power. And today’s autonomous test cars typically carry a trunk full of computing gear. That’s changing, however. Nvidia plans to enable level 4 autonomy with Nvidia Drive Xavier SoC, which offers 30 trillion operations per second of performance in a compact package (see “Nvidia Xavier, World’s Most Powerful SoC Brings Dramatic New Capabilities”). The first level 4 cars are scheduled to launch in 2021. And if the manufacturer’s vision for its self-driving fleet is realised, these cars will not just be transport units, but will also resemble small offices, theatres or hotel rooms on wheels.
Level 5 – The Lexus 2054 from Minority Report Consumer vehicle introduction: mid-2020s With level 5 cars, all human involvement can stop after you tell your vehicle where you want to go. These cars can do anything the human driver can do, without restrictions. Cars at level 5 can become automated travel pods that can drive under any situation, from city driving to off-road conditions. While it may take a while before level 5 cars hit the consumer market, you may see something approaching it soon in confined or geo-fenced areas (making them, strictly speaking, level 4 vehicles). In the meantime, concept cars like Audi’s Aicon — whose interior looks more like a first-class plane cabin than a car — give car enthusiasts a glimpse of what will be hitting our roads in the future, without the need to buy a ticket at the local cineplex.
REAR VIEW
I have learned over the years that when one’s mind is made up, this diminishes fear. —Rosa Parks
Reasons to be optimistic about the future of work The path to a good life appears increasingly difficult to find and pursue for a growing number of people. A key factor driving these concerns is the extent to which opportunities for finding stable, meaningful work have increasingly become polarised, favouring those fortunate enough to be living in certain geographies and to be holding certain in-demand skills. We need a future in which a range of options open up for the many, not just for the few. How can we prepare everyone for the displacement – and the new opportunities – to come? New job opportunities do exist Losing the comfort of the familiar may be hard – but tangible opportunities do exist. The report finds that, with some reskilling, the average US worker has no less than 48 “good-fit” new career pathways to choose from. Growth is expected in a range of sectors already – from IT and infrastructure to health and education. Looking out beyond this immediate growth, the future of work is in our hands. We can shape how technology enhances opportunities for work and fulfilment – not destroys them. But a reskilling revolution will be needed Perhaps one reason there is concern among workers, businesses and governments when it comes to the future of work is that so few economies have robust reskilling mechanisms for adults. When we think of learning, we think of a child learning, not an adult. For too long, social mobility through Opinion Manufacturing Profiles Letters to the Editor Politics of Manufacturing Trade Fair World Diary of Events World Market Report Q/A Export News Machine Tools Business Opportunities Commentary As I See It Business News Appointments Around New Zealand Australian Report New to the Market Lean Manufacturing Equipment for Sale Recruitment Environmental Technology Manufacturing Processes
education was something for which the ground was prepared either early in life or not at all.
Nothing less than a reskilling revolution will be needed to broaden opportunity for everyone – including the three billion workers already in the global labour force. The revolution will bring returns – many times over What is sorely needed to unlock this vision is a willingness of the part of
retraining options for workers in declining job types.
it comes to reskilling efforts and ensuring that both women and men get training for an access to the most promising growing roles.
For example, assembly line workers in the United States bound to be displaced from their jobs can look to 59 alternative “good-fit” career pathways.
Coordination for job transitions the greatest challenge of our time By 2026, without any retraining, 16% of all displaced workers in the US would find themselves at a dead-end and another one in four would find that they have at most three potential job transitions to choose from.
Cashiers displaced by automated checkout systems and a rise in e-commerce can look to work in food services, becoming baristas and shop managers, or become travel clerks and travel agents.
With reskilling we find that over 95% of displaced workers could move into growing, usually higher income jobs.
Nothing less than a reskilling revolution will be needed to broaden opportunity for everyone leaders – and workers themselves – to make the right investments in upskilling and reskilling. The largest returns will be to individual workers themselves. We find that of the 1.4 million jobs project to be displaced in the US by 2026, those who undergo retraining to make a job transition could see an average wage increase of $15,000.
However, this requires that 70% of affected workers retrain in a new job “family” or career. This presents a coordination problem.
Gender equality will need to be hard-wired into reskilling
To solve it, we need concerted efforts by businesses, policy-makers and various stakeholders to think differently about workforce planning – and to work with each other.
Men and women who at risk of displacement currently have very different options for finding new jobs – women have about half the opportunities that men have.
We need retraining initiatives that combine reskilling programmes with income support and job-matching schemes to fully support those undergoing this transition.
There is an opportunity to close persistent gender gaps by taking a gender disaggregated view when
But business will benefit too in the form of talent that powers their businesses, especially in roles that would otherwise remain unfilled. And governments will find closing skills gaps to be amongst the highest return investments for fuelling growth and fostering social cohesion. Data can help us Based on a data collaboration to compare similar bundles of skills between jobs, there are viable
NZ MANUFACTURER • March 2018 Issue • Features
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The Circular Economy
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