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Latest News

Allied Machine Launches Newest App - Machinist Tool

Jun 21, 2019
Allied Machine Launches Newest App - Machinist Tool
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Dover, OH: (June 20, 2019) Allied Machine & Engineering, a major manufacturer of holemaking and finishing cutting tool systems headquartered in Dover, Ohio, releases their most latest mobile app, Machinist Tool, available for download now at both the Apple Store and Google Play. This app is manufactured for machinists, tooling distributors, and manufacturing engineers working with Allied's tools. Machinist Tool offers easy to steer utilities and streamlines operations on the shop floor by mobilizing resources for drilling, boring, threading, reaming, and roller burnishing.
 
Allied's Machinist Tool includes speed and feed, as well as trig functional, calculators, G & M machine code definitions, and seven different tap drill charts including the ACME general purpose (full profile), the Unified National, and the ISO Metric - J Series. The app offers hot links to call Allied's engineers or to find a local Allied tooling distributor if users need technical support. Machinist Tool also includes quick access to GD & T definitions as well as the Boring Insert Selector, a utility that helps machine operators choose the correct insert for each boring application they might encounter.
 
The mobile app compiles a quick research library of Allied Machine's valuable holemaking and finishing resources such as technical guides and operation manuals. Obtainable tech guides offer an illustrated pocket research for threading as well as recommended cutting data for ISO material types like hardened steel, stainless steel, and titanium. Machinist Tool is available for download on both iPhone and Android devices and is available in Chinese, English, French, German, Korean, Mexican Spanish, and Russian.
 
Ben Morrett, a senior product manager at Allied Machine, says, 'No need to fumble through multiple apps. We produced the Machinist Tool app as a one-stop shop to be used in conjunction with Allied Machine's product lines.'



This article is originally posted on Tronserve.com

Bosch Rexroth¡¯s Factory of the Future Experience Highlights New Automation Technologies

Jun 21, 2019
Bosch Rexroth¡¯s Factory of the Future Experience Highlights New Automation Technologies
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'In the factory of the future connectivity is key,' said Heiko Schwindt, Bosch Rexroth, Vice President of Automation and Electrification. 'Everything is attached, from field level to cloud-based solutions. Complex software solutions collect, transfer and process manufacturing data to offer maximum production visibility. With our Factory of the Future Experience, Bosch Rexroth is demonstrating to end-user businesses and their machine builders how they can make the Factory of the Future a reality of the present - where mobile and connected production equipment reconfigure themselves individually and flexibly to fast-changing specifications.'
 
Located at the Bosch Rexroth Automation & Electrification business unit in Hoffman Estates, IL, outside of Chicago, the company's Factory of the Future Experience is a multi-technology exhibit featuring intelligent, distributed drive and control components, connectivity modules, compact and versatile linear products, innovative chain conveyors and a wide selection of structural framing - all of which make it feasible to expand machines and systems as needed in a modular fashion.
 
During a tour through the Factory of the Future Experience, attendees can encounter new technology and hear about key topics - from open standards, to distributed intelligence, smart automation and connecting to the Internet of Things - to learn what is needed to put into action a factory of the future. In addition, Rexroth‘s automation experts address challenges and consult on how to accomplish productivity gains, production transparency and maximum flexibility.
 



This article is originally posted on Tronserve.com

iRobot Acquires Root Robotics to Boost STEM Education for Kids

Jun 21, 2019
iRobot Acquires Root Robotics to Boost STEM Education for Kids
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In 2016, Harvard’s Wyss Institute introduced Root, a robot made as a practical tool for training kids how to code. Root had been under development at Harvard for a solid three years at that point, and after a huge $400,000 Kickstarter showed that they really had something, Root Robotics was spun out in 2017 to take the little coding robot commercial.
 
Today, iRobot is announcing the acquisition of Root Robotics, in order to “support iRobot’s plans to diversify its educational robot product offerings, further showing its dedication to make robotic technology more accessible to educators, students and parents.” This makes a lot of sense for iRobot, which has typically been a big supporter of STEM education—National Robotics Week was pretty much their idea, after all. But iRobot itself only really had the iRobot Create and Create 2 to advance STEM education immediately, and those robots are completely not for beginners.
 
As of right now, iRobot is selling Root for $200, along with a mate app and integrated K-12 curriculum. We’ll take a short look at everything this robot can do, and hear a bit from both iRobot CEO Colin Angle and Root Robotics co-founder Zee Dubrovsky on exactly what this new partnership means.
 
Root is loaded full of sensors and interactive elements, which makes it both fun and helpful to use. But from the start, the focus of Root was education—it’s very significant to understand that Root is not a toy robot that also instructs, but instead it’s an educational tool for coaching coding skills that also happens to be a robot. Robots are generally fun to play with, which is part of Root’s appeal, but the reason that Root exists is to provide a compelling focus for coding, turning abstract code into a thing that moves around and interacts with the world.
 
“We’ve revealed coding as a particular challenge, where we’re just not teaching it in schools,” iRobot CEO Colin Angle told us. “Providing a tool to aid kids code is of great interest to me personally. And the ability to use the exhilaration that is engendered by a physical robot is a fantastic strategy.”
 
Having a cool robot is just one part of this strategy—the other is developing a comprehensive set of app-based lessons that will effortlessly teach kids, improving with them as they develop their skills. Root was created to be educational for children as young as 4, in some cases educating very basic coding aspects even before children know how to read. This is possible because you can train Root by dragging and dropping symbols with pictures on them into the app interface. You can only do very simple things this way, but once you’re ready for more, it’s an easy adaptation to a more computational interface, where the visual symbols enlarge to entail things like logical operations, sensor values, and versatile variables. The final step is to switch over to full text coding in Swift, Python, or JavaScript, but being able to toggle back to the more visual interface makes the transition easy.
 
“With Root, we desired to create something that people can grow with,” says Zee Dubrovsky, co-founder of Root Robotics (and now general manager of educational robots at iRobot). “The barrier for entry is very low, you don’t even have to know how to read, so someone as young as 4 can start using the robot. And when they’re ready, they can level up [through other coding interfaces]. There’s a lot of transferable knowledge from one interface to the next.”
 
Root’s robust, flexible hardware and self-guided scalable learning have the potential to take kids through middle school and even high school, but we wanted to know what happens next, specially if you’ve got a particularly glowing kid who wants to be able to do more. “When you reach the limit of what Root does right out of the box, what we’ll see in the future is the ability to hack Root and build on top of it,” says Dubrovsky. “We’re also designing on releasing SDKs for Root.” Angle adds, “we’ll be providing more capabilities to Root over time, which we’re not announcing today, but this is a beginning not an end. Root is a platform that has the scalability to add more accessories and sensors.”
 
While Root is definitely obtaining the iRobot STEM spotlight away from the Create platform, part of the reason that iRobot acquired Root was to appeal to people interested in coding and robotics in a way that the Create was never designed to. Root and Create are for fundamentally different audiences: Create is a platform that you can build on top of, rather than learning on it, and it’s focused more on late high school, early college-level hardware projects. At this point, there’s no easy way to transition from working with Root to working with Create, but it’s possible that things could change in the future. In the near term, iRobot is driven on constructing out Root’s introductory content, with more advanced content to gradually follow, and we’d love to see an accessible pathway that bridges that gap into a more advanced platform, especially if iRobot decides to make its newest robots (with mapping and 3D sensors) hackable as well.
 
For now, though, Root will be taking advantage of iRobot’s resources and reach to execute on more ambitious plans while scaling more rapidly. It seems like a good match, since both companies share the same fundamental vision for STEM. As Colin Angle puts it, 'there is no greater investment you can make in your child’s future than helping them learn the language of coding.'



This article is originally posted on Tronserve.com

Uruguay Prison Turns Inmates Into Entrepreneurs

Jun 20, 2019
Uruguay Prison Turns Inmates Into Entrepreneurs
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Rolando Bustamante monitors his employees turn-out one concrete block after another, from time to time checking an electronic tablet that captures orders from clients and that lets him communicating with suppliers.
 
There'd be nothing impressive about the scene if it weren't for the fact that the block factory is situated in a prison and that Bustamante, in combination with being a businessman, is on the last two years of a 21-year sentence for assault. The workforce, too, are inmates and the product will be sold beyond the walls, with part of the net profit going to a sort of bank run by the prisoners themselves.
 
Bustamante's factory is one among dozens of inmate businesses in the old Punta de Rieles prison, which has been turned into an uncommon experiment. Inmates form businesses, work for one another and offer products both to the world within the walls and to that without.
 
There are bakeries and barbershops, a candy store and carpenter shop down streets where inmates mix with prison officials and police. One inmate carries a begonia he bought from a prisoner-owned nursery to get for his mother when she visits. Not far away, a convict-baker carries a birthday cake to the prison entrance to hand off to a customer.
 
Of the 510 prisoners, who include thieves, assailants, kidnappers and killers, 382 work and 246 are getting education — and many do both. Only some dozen have shunned those opportunities, and if two years pass, they will be displaced to a traditional prison. To get chosen for Punta de Rieles, prisoners have to have at least a six-month period of good behavior elsewhere.
 
The prison director is almost as different as the institution itself. Luis Parodi was a member of the Tupamaro guerrilla movement that was defeated in 1972. He later spent around a decade in exile, both in Europe and Latin America. Asked if there are other prisons in the world of this type, he said, 'I don't think so, I'm afraid to say. This is the synthesis of 30 years of work, reading, experiences and failures.'
 
The Punta de Rieles project began in late 2012, with Parodi as deputy director, and he took over as chief of the prison in 2015. The bet is that prisoners who work, study, learn a craft or start a business will likely have a better life and be less likely to return to crime. 'It's been demonstrated everywhere that confinement doesn't change people. Here the idea is to play at reality,' Parodi said. 'If something fails, it fails. Just like in the real world.'
 
Money to get started on businesses comes from inmates' families or from a quasi-bank greatly administered by inmates themselves. 'It's a fund so that entrepreneurs can get started, that you have the hope of change. Many of us have taken advantage of the opportunity and we're getting ahead,' Bustamante remarked.
 
Ten percent of the profits get back on that fund, another 10 percent goes to the government for use of the facilities and 10% goes to an association of victims of crime. The rest goes into accounts for the inmates, though they can't totally access it until they are released.
 
Bustamante said he was skeptical when he was relocated from another prison and was dumped off at Punta de Rieles by a police van almost five years ago. 'I saw stores, businesses, and I thought, 'Where am I?' Later it clicked in my head,' he said. 'In common prisons, you continue in a world of violence, thinking about who is going to attack you and how to survive. You can't do anything. A 2-by-2 cell, and locked up all day,' he said.
 
He showed off the shed where he started out making blocks from an old mold and a secondhand shovel. Now he was getting ready to enlarge his business by hiring a 10th employee thanks to a loan from outside the walls.
 
Even more rewarding is a bakery started off by two prisoners who have kept it going irrespective of being released and now hire 50 to 70 people. They come back to the prison almost daily and sometimes even sleep there, voluntarily this time.
 
The experiment has its problems. One inmate complained that the prison mixes people sentenced for reasonably minor offenses with those who've committed more major crimes. Parodi said that's part of the idea — trying to save those considered unrecoverable.
 
Prison police also commonly have an arduous time managing prisoners as businessmen. Bustamante said guards sometimes impede the arrival of trucks carrying his supplies. 'In the end, you call Parodi. He's the only one who can solve the problems,' Bustamante said.
 
The prisoners enjoy major freedom within their confinement: They can largely say what they want, form groups, unions or cooperatives, have a telephone, use the internet and communicate with the outside world, even own a dog. Parodi recognized some have taken advantage of that freedom to commit crimes, but he insisted they are few.
 
Near Bustamante's block factory is the fiberglass workshop of Wilson Resio, a 45-year-old convicted of involvement in a murder who has been locked up for 11 years. He makes kayaks and other sport equipment. 'All the boats of the Uruguayan Rowing Federation are made here,' he said. 'This is also a school workshop because we train others in the craft.'
 
Uruguayan prison change activist Denisse Legrand sees Punta de Rieles as 'an oasis' in a deeply troubled correctional system. The small country has 11,000 inmates in crowded prisons, and it locks up more individuals per capita than nations such as Mexico, Colombia or Argentina, based upon a research prepared for congress.
 
Legrand, who directs a non-governmental organization that focuses on prisons, said that in combination with its educational and labor value, Punta de Rieles 'is one of the prisons with the highest levels of security because the humane treatment and coexistence replace the violence characteristic of confinement.' She said the weakness of the project is usually that so much depends on Parodi.
 
Juan Miguel Petit, who supervises prison affairs for Uruguay's congress, said he knows dozens of prisons in the Americas and Europe and has never seen anything like Punta de Rieles. 'The more we can manage to reproduce the life of a neighborhood, the more we can foresee that the people who leave are going to behave in harmony with others.'
 
Mauro Rodríguez is a good example of how the system is likely to work. He's in prison — but merely for a visit this time. He came to repair a machine to make cement blocks that he'd created while spending a few years as an inmate. He now has a blacksmith's shop on the outskirts of Montevideo, where he works with his brother.
 
He'd been part of a band of drug dealers when he was arrested, and said four of his former friends are now dead. 'If it wasn't for Punta de Rieles,' he said, 'I would be, too.'
 
This article is originally posted on tronserve.com

U.S. Companies' Message to Trump: Don't Expand China Tariffs

Jun 20, 2019
U.S. Companies' Message to Trump: Don't Expand China Tariffs
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How things go about if President Donald Trump carry through his warning to demand tariffs on the remaining $300 billion in Chinese goods that he hasn't already hit with 25 percent import taxes?
 
A New Hampshire fireworks company says it would have to elevate prices, probably lose business and force some small towns to cancel their Fourth of July fireworks displays.
 
A Minnesota motorcycle maker warns that it would lose business to foreign rivals that do not have to pay taxes on Chinese parts.
 
A Los Angeles designer and distributor of houseware goods tells it would have to extend a hiring freeze and hold-up plans to spread out into a more substantial warehouse.
 
The administration, in the middle of the trade war it began with Beijing, had demanded comments on its plan to extend 25 percent tariffs to everything China ships to the United States.
 
It's getting an earful.
 
A large number of businesses, trade groups and individuals have written to protest that the a great deal more import taxes would increase prices for consumers, squeeze profits and leave U.S. companies at a competitive negative aspect to foreign competitors that commonly are not susceptible to higher taxes on the vital components they buy from China.
 
They are appealing with the administration to reconsider the tariffs — or at least free the particular imports they and their customers rely on. Some will appear in person to air their grievances in seven days of hearings in Washington that begin Monday.
 
A common theme in their pleas tends to be that American businesses — not China, as Trump often asserts — must pay the import taxes the president is imposing on Chinese goods. And in conclusion, some of these companies will pass their higher costs on to their customers.
 
Trump has recently imposed 25 percent tariffs on $250 billion in Chinese imports. The aim is to pressure Beijing to stop stealing American technology, forcing U.S. businesses to hand over trade secrets and unfairly subsidizing Chinese tech companies.
 
Eleven rounds of negotiations proved unsuccessful to manage the dispute over China's aggressive drive to surpass America's technological dominance. Businesses and investors say they hope the negotiations will gain momentum if Trump and President Xi Jinping hold a face-to-face meeting at a Group of 20 summit in Osaka, Japan in two weeks.
 
'Most businesses are almost praying for a solution,' said Patrik Berglund, who tracks global trade as the CEO of Xeneta, an Oslo, Norway ,firm that provides data on the shipping industry. 'These things will have enormous consequences. We're so connected in this global world.'
 
Trump's earlier tariffs mostly spared American consumers by emphasizing industrial goods that don't show up directly in the mall or big-box stores. But the new round will inflict financial pain on ordinary households on the grounds that it will affect many consumer goods, from cellphones and computers to shoes and silk scarves.
 
'We're talking about things that you and I buy and buy in a store, and that's going to be felt directly by consumers,' said Neil Bradley, chief policy officer at the U.S. Chamber of Commerce. The companies that serve the retail market, he replied, tend to have 'much, much less margin to absorb those increased tariff costs.'
 
A report commissioned by the National Retail Federation found out that American consumers would pay a further $4.4 billion a year for clothing, $2.5 billion more for shoes and $1.6 billion more for household appliances.
 
More broadly, economists say the tariffs could destroy a U.S. economy that is apparently on shakier footing. Mark Zandi, chief economist at Moody's Analytics, said the bigger import taxes would leave the United States with 900,000 fewer jobs than it would have had otherwise.
 
'The U.S. economy will be flirting with recession later this year and early next,' Zandi said.
 
Indian Motorcycle Co. in Medina, Minnesota, complained that its foreign competitors will likely not have to pay a tax on Chinese parts, giving them to 'import the finished motorcycle into the United States — without increased costs.'
 
Excluding motorcycle parts from the tariffs, a company lawyer, Paul Vitrano, wrote, would 'avoid the unintended consequence of providing foreign-based motorcycle manufacturers with a competitive advantage.'
 
Carltons Men's and Women's Apparel store in the Delaware beach town of Rehoboth says the tariffs would force it to raise prices — a $500 suit could cost $625 — and lose business and cut its staff of 15. 'If revenue declines, then payroll must, too,' said owner Trey Kraus.
 
Protests to the tariffs commonly are not unanimous. The Bohning Co., a maker of archery instruments in Lake City, Michigan, asserted that Chinese companies are counterfeiting its products and have simpler access to the U.S. market than it has to China's.
 
'The 25 percent tariffs should be put in place,' wrote CEO Larry Griffith.
 
Nonetheless most of those who sounded off on the tariffs were implacably opposed to them — and frightened.
 
'We beg, plead and pray you will use common sense in these trade practices and consider the little guy!!' wrote Alan Chadwick, who imports silk scarves from China and sells them in Wyoming. 'We are just ants who get trampled under fighting buffalo.'
 
This article is originally posted on tronserve.com

How to Implement IoT Into Your Industrial Manufacturing Operations

Jun 20, 2019
How to Implement IoT Into Your Industrial Manufacturing Operations
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The Internet of Things (IoT) and its commercial counterpart, Industrial Internet of Things (IIoT), are perennial trending tips for good reason. Internet-embedded technology touches approximately every part of our daily lives, from smart electric meters and security cameras to personal health monitors and TVs. By 2020, over 20 billion devices will be part of the IoT base, and IIoT specifically will account for 15 percent of total IoT spending.
 
From remote monitoring to predictive maintenance, manufacturers have a substantial opportunity to benefit from IIoT technologies—especially if they act holistically.
 
Systems of sensors collect data that alternatively would be slow to aggregate or have a low degree of fidelity in the real world. As these sensors cultivate in affordability or are packaged in new ways and with new algorithms, manufacturers will discern even more IIoT benefits, especially optimizing operations, preventative maintenance, creating a safer work environment and boosting the bottom line.
 
Key Considerations When Implementing IIoT Investments
 
As with a variety of new ideas, it is best to test small and then scale when applying IIoT technologies in a manufacturing environment. Apply your learnings to each element or location of your business.
 
Consider each step of this roadmap when implementing your own IIoT technologies:
 
Investment planning and success criteria:
 
IIoT’s return on investment oftentimes plays out over years instead of weeks. This is why leaders and management must set incremental, early-stage success conditions to indicate value early, maintain motivation and identify what success looks like not simply from a data perspective, but for individual employees.
 
It's a procedure one global leader in industrial equipment manufacturing put into play when it hired Nerdery to create innovative new revenue streams in precisely eight weeks.
 
The discovery process, which included plant visits, one-on-one conversations, and demonstrations, specialised not simply on internal outcomes but the needs of its end users. They recognized a vital pain point: A desire for fast, digitized solutions in an otherwise analog industry.
 
Then a use case was constructed that combined digitally-forward tools and a dual client and end-user value proposition. The client would use sensors to acquire insight into when customers needed to swap out parts and provide that service directly to customers in the future.
 
Security:
Connecting machines to an external network seriously opens up the surface area for an attack — something many manufacturers have never reasonably predicted. Many IIoT networks are easy targets for hackers; 84 percent of industrial companies have at least one remotely accessible device, and 57 percent are generally not running feasible antivirus protections. When making new investments, plan from the very start and understand your company’s risk profile to ensure the integrity of the machine and data, as well as the ability to push trusted updates to address discovered vulnerabilities is imperative.
 
In the face of those challenges, some manufacturers are hiding their IoT devices behind network firewalls and eliminating any external internet entry. This does provide some safety but incurs tradeoffs from an operational point as to be able to remotely observe, monitor and update those devices is compromised. Moreover, those tradeoffs can make it much harder to detect and mitigate a breach should a burglar penetrate the firewall. A better solution would harden the components and transmission layer so that monitoring and update protocols can be retained.
 
Change management and business process:
The very features that make IIoT technologies a success can also introduce a host of new employee-related issues. By way of example, machines that incorporate cameras may also violate corporate policies or employee expectations regarding privacy.
 
Be transparent about the “what,” “why,” and “how” behind the essentially objectionable parts of IIoT, and let your business processes evolve to complement your new reality. This also is a good time to think of health and safety regulations that may impose data retention requirements for the purposes of audit or compliance review.
 
Communication medium:
Your IIoT Internet connectivity can be gained by a large range of technologies including cellular, WiFi, Lora, and Sigfox. Remarkable research may be required to figure out the service that will provide the right mix of power consumption, signal reliability, adequate bandwidth, and platform viability to warrant investment — something a strong partner can help analyze. Remain flexible; the solution may be heterogeneous and scalable as the business grows.
 
Edge vs. cloud computing:
As IIoT systems formulate more data and the cost and power of edge computing improve, the IIoT industry will be operating data on the edges other than simply pushing it to the IIoT system. The result: Cleaner data, faster analysis and responses, and optimized bandwidth consumption. But edge computing comes with tradeoffs, including increased system complexity and the loss of the ability to analyze raw data sets. Data that is unrelated today often can be valuable tomorrow, so care needs to be given when translating raw data to higher level events. Apply insights from internal subject-matter experts or an external partner to anticipate, and plan for, change management around edge computing.
 
Data silos:
Most organizations suffer some kind internal data siloing, but diligent planning can help avoid new ones when adding IIoT. Standardize the formatting, processing, and storage of your new IIoT data from the beginning to sidestep siloing and ensure long-term value. Remember that your actual workforce will never be the solely one interacting with the data, and that future employees will depend on its precision in making future business decisions.
 
Retrofitting legacy machines:
Given the 30- to 40-year lifespan of manufacturing equipment, your business potentially will need to plan for retrofitting legacy machines to avoid dark zones where visibility disappears and work just isn't tracked. Sensors and other third-party technology can be bundled with an enormous array of existing equipment.
 
With the right combination of plan and partner, IIoT investments can make your manufacturing company better agile and better prepared to face competitors, avoid problems and grow for the future.
 
This article is originally posted on tronserve.com

G-20 Finance Officials Pledge to Protect Global Growth

Jun 20, 2019
G-20 Finance Officials Pledge to Protect Global Growth
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Finance ministers and central bank chiefs from the Group of 20 huge economies bound up a meeting in Japan on Sunday with a promise to use all the policies they can to guard global growth from disruptions due to trade and other tensions.
 
The G-20 finance leaders said in a joint communique that challenges from trade and geopolitical tensions were 'intensifying.' They didn't refer straight to the tariffs war between the United States and China, though leaders taking part in the meetings indicated it was the No. 1 concern.
 
'We will continue to address these risks, and stand ready to take further action,' the report said. 'We reaffirm our commitment to use all policy tools to achieve strong, sustainable, balanced and inclusive growth, and safeguard against downside risks.'
 
Global growth looks to be stabilizing and is assumed to pick up later this year and next year, the statement said.
 
But there was an evident rift between most participants in the meeting and the U.S., which has repositioned away from support for treating issues in multilateral forums such as the World Trade Organization in favor of a country-by-country 'America First' approach.
 
French Finance Minister Bruno Le Maire said the most recent global slowdown was linked to political issues, 'especially trade tensions.'
 
'So it's high time that we put an end to those tensions and we should escape trade wars which would have real deep negative impact and long-term impact on global growth,' he said.
 
He recommended China and the U.S. to resolve their differences through the WTO, saying it 'is only within the multilateral framework that we can find long-term solutions for present trade tensions.'
 
Christine Lagarde, managing director of the International Monetary Fund, additionally was blunt in warning of the potential toll from the tit-for-tat tariff hikes and other retaliatory moves between Washington and Beijing with talks on handling their dispute in a stalemate, saying that the 'road ahead remains precarious.'
 
'The principal threat stems from continuing trade tensions,' said Lagarde, adding that the IMF forecasts the tariffs could scale down the level of global GDP by 0.5 percent in 2020, or about $455 billion.
 
'To reduce these risks, I highlighted that the first priority should be to resolve the current trade tensions — including eliminating existing tariffs and avoiding new ones — while we need to continue to work toward the modernization of the international trade system,' Lagarde said.
 
Japanese Finance Minister Taro Aso appeared to have wearied of the issue by the end of the meetings. 'The China-U.S. issue is all you ask about. We have plenty of other issues that we need to consider,' he said.
 
While at the same time they urged the U.S. to stick to the international rules that it spent decades promoting before President Donald Trump took office, the officials both in the southern Japanese city of Fukuoka and at parallel talks on trade and the digital economy in Tsukuba, near Tokyo, said there's certainly a consensus on the need to revamp the WTO to bring it more in keeping with the digital economy realities of the 21st century.
 
Trump has reported he likes deal-making on a country-to-country basis. While there is no sign Beijing and Washington are set to go back to trade talks that stalled last month after 11 rounds of negotiations, U.S. Treasury Secretary Steven Mnuchin said he had a good meeting Sunday with China's central bank Gov. Yi Gang on the sidelines of a financial leaders' meeting in Fukuoka.
 
In a Twitter posting that showed the two clasping hands, Mnuchin said he and Yi 'had a candid discussion on trade issues.' He gave no specifics.
 
Mnuchin told reporters that he envisioned that any major progress in resolving the impasse would likely come at a meeting of Presidents Donald Trump and Xi Jinping during the G-20 summit in late June in Osaka, Japan.
 
Trump has yet to decide, Mnuchin said, on whether to enforce more 25% tariffs on $300 billion worth of Chinese exports. That would be along with tariffs of up to 25% on $250 billion in Chinese goods. Together they would encompass almost everything China exports to the U.S.
 
There was no current word from the Chinese side about the meeting between Yi and Mnuchin.
 
At the meeting of trade and economy ministers in Tsukuba, a government research hub, the officials supported the exact same set of recommendations, while also issuing a mild call to 'handle trade tensions and to foster mutually beneficial trade relations.'
 
'We strive to know a free, fair, non-discriminatory, transparent, predictable and stable trade and investment environment, to keep our markets open,' they said. 'We recognize our business community's call for the G20 to continue supporting the multilateral trading system.'
 
Japan, the world's third-largest economy, is hosting the G-20 for the first time since it was founded in 1999.
 
The venue for the annual financial meeting, Fukuoka, is a blooming regional centre and base for startups. Much attention at the G-20 meetings this year has aimed at how to adapt tax systems and regulation to the increasingly digital nature of business.
 
While Mnuchin and other officials made it clear that they disagreed on the details of how to do that, the officials said they had agreed that the G-20 and Organization of Economic Cooperation and Development would likely work together on drawing up an agreement by the end of 2020.
 
The G-20 group includes Argentina, Australia, Brazil, Canada, China, France, Germany, India, Indonesia, Japan, South Korea, Mexico, Russia, Saudi Arabia, South Africa, Turkey, the United Kingdom, the United States and the European Union.
 
This article is originally posted on tronserve.com

voxeljet and Its Partners Present New Additive Mass Manufacturing Technology

Jun 20, 2019
voxeljet and Its Partners Present New Additive Mass Manufacturing Technology
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Integrated into conventional casting lines, VJET X printers are assumed to be the most powerful additive manufacturing technology for the cost-productive serial-production of complicated sand cores for the casting of metal components.
VJET X printers are 10x faster than previous models, which results in a layering speed of less than 5 seconds.
Inorganic binder system for zero emissions during core printing, storage and when using the sand cores in the casting process.
Integrated into fully automated handling systems for pre- and postprocesses like loading and unloading of the 3D printers; cleaning of the printed parts via robotic systems; transport of sand cores to casting lines.
A new procedure unit is at the heart of VJET X and makes additive mass manufacturing possible. It is a combination of numerous printing and recoating units which move with unparalleled speed (layer time below five seconds). It is considered to be the most complex piece of technology in the additive manufacturing industry. The new technology, to be first commercialized with a premium German car manufacturer and integrated into conventional casting lines, can for example be used in the additive mass manufacturing of complicated water jacket cores in metal casting applications. Water jacket cores are used for the exact temperature management in not only internal combustion engines, but also electric motors, inverters and battery systems. Efficient temperature management improves overall vehicle performance. Together with its industrial partners, voxeljet will present the new VJET X and VX1000-S printers at the GIFA show from 25 to 29 June 2019 in Duesseldorf (Germany).



This article is originally posted on Tronserve.com

Rethinking Part Consolidation with Additive Manufacturing

Jun 20, 2019
Rethinking Part Consolidation with Additive Manufacturing
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Mechanical assemblies are common in both consumer products and industrial items. Even relatively inexpensive products can have dozens of individual components, and in complex machinery there can easily be hundreds or thousands of components. Additive manufacturing (AM) allows for high levels of part consolidation, sometimes even removing the need for assembly.
 
The benefits of additive manufacturing for part consolidation
 
AM is uniquely capable of producing elaborate geometries that can't be manufactured using conventional methods of manufacturing. A mechanical assembly that would generally have many parts fabricated as separate components and then brought together can be additively manufactured as a single unit, even if the geometry is very complex. In addition to design simplification, there are other tangible advantages to using AM for part consolidation:
 
Lower overall projection costs
 
The best and most apparent advantage of consolidating your parts with AM is that seeking fewer parts to assemble means you're spending less money on assembly costs. Taking assembly out of the equation also means that you'll reduce potential cost-driving factors such as quality control or inventory management. By using additive manufacturing to make multiple parts as one, you're lessening the risk of hidden costs and project delays.
 
Less material
 
In conventional manufacturing, as part complexity increases, part cost also commonly improves. With AM, this is not the case - as part complexity increases, part cost does not increase. In many cases the part cost will decrease, because increased complexity often means less material is being used. When using AM, it's possible to achieve upwards of a 70 percent decrease in materials used compared to ordinary manufacturing.
 
Lower overall risk
Part consolidation reduces or completely eliminates a number of risks. For sample, you can circumvent the risk that your distributor can no longer supply the part in question. This supplier risk is multiplied by the number of parts in the assembly. If you're able to print multiple parts as a single unit using AM, the chances of encountering this issue greatly lower.
There are other risks that are reduced as well. The instances of part failure decrease when the part has been manufactured as a single unit rather than assembled separately. Another risk is obsolescence; when the part reaches the end of its life you will not have remaining inventory that must be disposed.
 
Better performance
In many cases, AM makes you to make a better performing part, because it enables geometries that are desirable but that can't be made with legacy manufacturing. Some of the applications of AM that have exciting benefits for improved product performance include light weighting, high strength to weight ratio, heat transfer and fluid flow, and energy absorption.
 
Matt Schroeder is a Senior Application Engineer at Fast Radius, a leading additive manufacturing company. Fast Radius is respected as one of the 16 best factories in the world by the World Economic Forum (WEF), implementing 'technologies of the Fourth Industrial Revolution.' The companies were chosen from 1,000 manufacturers worldwide, with Fast Radius selected as the only award recipient from North America. www.fastradius.com.



This article is originally posted on Tronserve.com

Robot Fish Powered by Synthetic Blood Just Keeps Swimming

Jun 20, 2019
Robot Fish Powered by Synthetic Blood Just Keeps Swimming
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Living things are stupendously confusing, and when we make robots (even bio-inspired robots), we mainly just try and do the best we can to match the functionality of animals, rather than the details of their structure. One exception to this is hydraulic robots, which function on the same concept as spiders do, by pumping pressurized fluid around to move limbs. This is more of a side effect than actual bio-inspiration, though, as spiders still beat robots in that they use their blood as both a hydraulic fluid and to do everything else that blood does, like transporting nutrients and oxygen where it’s needed.
 
In a paper released in Nature this week, researchers from Cornell and the University of Pennsylvania are exhibiting a robotic fish that uses man made blood pumped through an artificial circulatory system to offer both hydraulic energy for muscles and a delivered source of electrical power. The system they came up with 'combines the functions of hydraulic force transmission, actuation and energy storage into a single integrated design that geometrically grows the strength density of the robot to enable operation for long durations,' which sounds bloody amazing, doesn’t it?
 
Conventional batteries may be more energy dense, but that Tesla also has to lug around motors and stuff if it wants to go anywhere. By using its blood to drive hydraulic actuators as well, this fish is far more streamlined. Inside the fish are two separate pumps, each one able to pump blood from a reservoir of sorts into (or out of) an actuator. Pumping blood from the dorsal spines into the pectoral fins pushes the fins outward from the body, and pumping blood from one end of the tail to the other and back again results in a swimming motion.
 
In total, the fish covers about 0.2 liter of blood, distributed throughout an artificial vascular system that was made on a pretty basic level to resemble the structure of a real heart. The rest of the fish is made of structural components that are somewhat like muscle and cartilage. It’s probably best to try not to draw too many parallels between this robot and an actual fish, though, and we may have already gone just slightly overboard on the whole “blood” thing. But the point is that combining actuation, force transmission, and energy storage has significant advantages for this particular robot. The researchers say that plenty of optimization is possible as well, which would lead to benefits in both performance and efficiency.



This article is originally posted on Tronserve.com

Virtual and Augmented Reality in Manufacturing

Jun 19, 2019
Virtual and Augmented Reality in Manufacturing
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More than 200 years ago, German philosopher Immanuel Kant depicted virtual reality as a reality that exists in our minds and is distinct from the outside physical world. Right now we use the term in different ways, but the concept of virtual reality still retains Kant’s idea of a world that is not concrete, but that our mind can intelligibly perceive.
 
There are differing ways of digitally manipulating somebody’s opinion of reality. The easiest is to boost the user’s perception of the external world by adding digital elements to it, a technique often called augmented reality (AR). To illustrate, tourists could see information about historical buildings projected direct onto the buildings’ facades thanks to AR glasses, as happens a Casa Battló in Barcelona. Virtual reality (VR) takes this technology one step further by completely substituting the user’s reality with a digitally-generated one.
 
Recently, the manufacturing sector has figured out the potential of AR and VR in cutting costs and bettering safety and productivity. But precisely what are the applications of this revolutionary technologies in the factory?
 
Speeding up production
 
VR is generally used by forward-thinking manufacturers to improve their approach to predictive analytics. While finding flaws in a product design could take weeks of analyzing data, interacting with the product digitally allows you to pick out a design flaw in just a few minutes.
 
The same process is often applied to a whole production line. By studying the production process in a virtual environment, manufacturers are capable of identify bottlenecks and areas that need improvements. VR also gets rid of the need of building actual full-scale models, which is very convenient in sectors such as aerospace manufacturing, where prototyping can be remarkably expensive.
 
Increasing safety
 
Safety is an additional area where VR can be productively applied. By digitally simulating the production processes, it's possible to spot dangerous maneuvers in advance. Automotive giant Ford, for example, has already reduced employees’ injuries by 70 percent thanks to VR.
 
An identical process can be used to enhance consumers’ safety by simulating the real circumstances in which a product will be used. For example, automotive manufacturers can reproduce various weather and traffic conditions to maximize the safety features of their vehicles.
 
Maintenance and training
 
AR can facilitate maintenance. For example, the information that technicians need when checking or repairing a machine can be projected right on the part on which they are operating. This gets rid of any need to consult charts and instruction manuals, quickening the process. Moreover, the information projected guides the operator, so that even a reasonably inexperienced worker can perform the necessary repair.
 
In a similar manner, AR can be used to deliver expert support without flying specialists from one side of the globe to the other. Any employee equipped with AR glasses can, in fact, be instructed remotely by a specialist, who provides support by plainly simulating the actions that the employee should perform. This technique can also be used to teach new employees. Moreover, both AR and VR can give excellent support in preparing staff for emergency procedures.
 
For Kant, virtual reality was something that exclusively existed in our minds, but at present AR and VR have practical applications that forward-thinking manufacturers are already taking advantage of.
 
This article is originally posted on tronserve.com

Preparing for the EU¡¯s Power Provisions

Jun 19, 2019
Preparing for the EU¡¯s Power Provisions
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By any measure, the European Union’s ideas for a fully automated electrical power market are ambitious: a single, deregulated electricity market across 28 EU member states and 500 million energy consumers, which meets stringent environmental targets while preserving electricity users from supply issues.
 
It’s been a comparatively slow and steady process: Since 1996, a number of directives have chipped away at monopolistic utilities, permitting new business models and new players to challenge incumbents. As most energy suppliers, including fossil fuel, nuclear and renewable, can attest, the electricity market is now all but unrecognizable. To take just a good example, industrial and commercial tariffs are almost fully deregulated with feedstock procurement now a market-based activity.
 
EU initiatives to grow competition, effectual price formation and, in return, more efficient use of electricity itself have largely paid off. However, the market is not without its technical problems. Regulators divided up the EU electricity market into bidding zones that assume limitless intra-zone trading opportunities. That has not proved to be the case, and the zonal design is recognized — at least by academics — as an obstacle to more efficient use of resources.
 
This system is progressively problematic, as the EU’s decarbonization agenda picks up the pace. More intermittent renewables along side the expectation that transport, heating, and industry will all experience more substantial electrification, requiring substantial new infrastructure. Considering how best to direct investment toward storage, demand response, more interconnection and distributed energy resources, exposes the cracks in the current scheme.
 
A Proposal for Change
 
Market redesign has therefore moved from academia and onto the political agenda in the form of the recently approved Electricity Regulation and Directives. These new power market provisions aim to how the EU plans to make energy markets more consumer-focused and reiterate its devotion to a well-functioning, competitive and undistorted market that is certainly primed for purpose.
 
The latest directive includes legal principles for price formation and for trading electricity on balancing, intraday, day-ahead, and forward markets. Certain measures allow at least 70 percent of trade size to cross borders, making it much easier to trade renewable energy.
 
There are also measures designed to promote more “prosumers”—energy users who also produce their own supply, which has implications for huge energy users who have developed their own generation capacity. In addition , they establish the means to phase out subsidies of fossil fuel-powered power stations that are kept on standby.
 
In the event all these measures reach their goals, then the market will be transformed once more: not just for utilities and energy suppliers, but for their domestic, commercial and industrial customers, too.
 
Caps, Carbon, and Capacity
 
However, success is far away from guaranteed. Market players, commentators, analysts and policymakers have weighed in, generating more heat than light. Partial breakdown of price caps, treatment of renewables under “priority dispatch” mechanisms, and TSO’s role in cross-border provision are all subject of debate. Nevertheless, it is capacity markets and strategic reserves which are proving particularly contentious.
 
Europe’s market, in essence, is recently energy only (an EoM). Absent regulatory or political interference, an EoM allows wholesale energy prices to increase when resources are scarce — reflecting the value society places on continuous supply.
 
However, several EU member states do not really trust the market to keep the lights on. They choose capacity mechanisms and strategic reserves to manage their political and technical issues. The schemes differ, but the idea is similar: paying for standby supply — just in case.
 
For every expert that highlights that capacity markets protect wholesale energy buyers from exposure to the true marginal cost of power, another cites the distorting effect on price signals and the negative impact on cross-border trade.
 
In these debates, experts regularly cite Texas’s ERCOT model as evidence of an EoM that can secure trustworthy supply without exposing customers to intolerable levels of volatility and risk. In Texas, suppliers enter into bilateral contracting to manipulate market risks and create a cushion between buyers and the market. Those buyers can then choose how and whether to manage their exposure to energy price volatility — including the use of CTRM systems.
 
However, the two issues are not directly comparable. The EU is attempting to integrate 28 disparate systems that depend on diverse energy sources and were already at different stages of deregulation and differing societal expectations.
 
In other words, it’s a political problem as much as anything else. Experts on the Nordic States, like for example, propose that balancing demand and supply without capacity markets is well possible because those countries have accepted that they are dependent on each other. The rest of the EU is not quite there.
 
You’re in the Market Now
 
All this means that forecasting the final outcome of the current regulatory upheaval is closer to spinning a roulette wheel than many would love to acknowledge — especially as the European Parliament goes to the polls in May and European Commission personnel will change from November. Nor is it very clear whether “pure” energy pricing is yet politically and socially viable.
 
This is maybe the most helpful method to view next-generation energy trading and risk management (ETRM) systems: as navigation tools that provide position visibility, risk management, controls, regulatory compliance and clarity when buying, selling, producing, using and accounting for electricity. Putting transparency, digitalization, data and advanced analytics in the hands of energy market participants enables prompt, compliant and informed decision making when it is needed most: as the EU energy market transforms itself once more. That’s the real power of next-generation ETRM systems.
 
This article is originally posted on tronserve.com

Oil Exports on the Rise in Louisiana

Jun 19, 2019
Oil Exports on the Rise in Louisiana
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The Louisiana Offshore Oil Port is starting to become a huge world supply of exported crude oil.
 
The New Orleans Advocate reviews the port, or LOOP, has even more than twofold the sheer number of oil tankers loaded for crude export in the first six months of the year.
 
The primary push behind the soar is the lifting of a 40-year ban on crude exports that ended in 2015. And following four decades of declines, U.S. crude production has heightened from 5 million barrels per day in 2010 to 12.4 million per day in May.
 
LOOP President Terry Coleman says the further commercial activity could possibly extend LOOP's workforce.
 
Coleman says trade upheaval with China and India may create production volume inefficiencies but he believes the market will eventually rebalance.
 
This article is originally posted on tronserve.com

Huawei Founder Says Revenue Will Be Billions Below Forecast

Jun 19, 2019
Huawei Founder Says Revenue Will Be Billions Below Forecast
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Huawei's founder said Monday that the Chinese telecom giant's revenue will be $30 billion below forecast over the next two years, as he contrasted the company to a 'badly damaged plane' in consequence of U.S. government actions against it.
 
'We never thought that the U.S.'s determination to attack Huawei would be so strong, so firm,' Ren Zhengfei, who is also the CEO, stated during a panel discussion at company headquarters in Shenzhen.
 
Ren said Huawei will lessen capacity and expects revenues of about $100 billion annually for the next two years, compared with $105 billion in 2018. In February, he said the company was targeting $125 billion in 2019.
 
Huawei's overseas mobile sales will drop by 40%, Ren said, confirming a Bloomberg report released Sunday. But the Chinese market continues to grow rapidly, and Huawei will not allow restrictive measures to curb its research and development, he added.
 
Huawei is embroiled in an ongoing trade dispute between China and the U.S., which has accused Chinese companies such as for example Huawei of committing forced technology transfers and stealing trade secrets. Last month, the U.S. placed Huawei on its 'Entity List,' which effectually bars American companies from selling components to Huawei without government approval.
 
In December, Huawei chief financial officer Meng Wanzhou — Ren's daughter — was imprisoned in Vancouver at the request of U.S. authorities. The U.S. alleges that Meng misguided American banks about the company's business dealings with Iran, and that Huawei used a Hong Kong shell company to sell equipment in Iran in violation of U.S. sanctions.
 
The U.S. also claims Huawei, a leader in next-generation 5G cellphone networks, is a threat to global cybersecurity basically because it must obey China's ruling Communist Party. While Ren declines that Huawei would share user data with the Chinese government if ordered to do so, Washington has been trying to convince its allies to exclude Huawei from their upcoming 5G rollout.
 
Responding, Huawei brought a lawsuit in the U.S. this March demanding the constitutionality of a national security law which prevents the U.S. government and its contractors from using Huawei equipment. The charge, lodged in Plano, Texas, where Huawei's American operations are headquartered, states that the law singles out Huawei for punishment even while rejecting the company due process.
 
Ren said Monday there are no backdoors in its equipment that anyone could access, and that Huawei is willing to enter into a no backdoor agreement with any nation that wants one.
 
The Wall Street Journal reported last week that Huawei is asking Verizon to pay licensing fees for above and beyond 200 of its patents. While Huawei rejected to comment on the matter, company spokesman Joe Kelly said it will hold a briefing later this month on being more aggressive about collecting intellectual property licensing fees.
 
Ren said during the panel discussion that Huawei will never use its many patents as a 'weapon,' but didn't rule out seeking royalties for usage.
 
He highlighted that Huawei isn't going to stop collaborating with other countries and businesses.
 
The company's existing situation 'is not caused by American businesses, but rather by certain politicians' different perspectives,' Ren said. 'I think both sides will suffer. No one will win.'
 
The panel, organised by Huawei, also included Nicholas Negroponte, the founder of the media lab at the Massachusetts Institute of Technology, and writer and investor George Gilder.
 
This article is originally posted on tronserve.com

Dishcraft Robotics Takes Over Dishwashing From Humans

Jun 19, 2019
Dishcraft Robotics Takes Over Dishwashing From Humans
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The kinds of jobs that robots are perfect for are the kinds of jobs that humans just straight up do not want to do. This is where the whole “dull, dirty, dangerous” thing will come in, but even in those types, some jobs are duller, dirtier, or more dangerous than others. These are the jobs that we should be focusing on robotizing — not just jobs that are possible to automate, but jobs that need to be computerized because you only can’t find sufficient humans to reliably do them.
 
One of these jobs is business dishwasher. It’s dull and dirty, and turnover is very high, with the normal human quitting after just over a month and around 30 percent of dishwashing jobs going unfilled, according to one estimate. And if your dishwater doesn’t show up for work, everyone else in the kitchen has to pitch in to make sure that there are enough clean dishes, halting everything down.
 
Today, a startup called Dishcraft Robotics is announcing a new robotic dish cleaning system, developed to minimize the time and effort that humans spend scrubbing dishes. Brought to you by some of the folks behind Neato Robotics and Dash Robotics, the San Carlos, Calif.-based Dishcraft uses some clever engineering and practical limitations to make sure that meals are done cleaner, faster, better, and cheaper.
 
First, some context: There are, of course, already robots that wash dishes, and you may have one in your house. But a home dishwasher doesn’t hold enough dishes and takes far too long to be useful in a restaurant kitchen. Solving this challenge is not just a matter of cranking up the speed of a home dishwasher—part of the reason why a home dishwasher functions at all is that it replaces human scrubbing with water, heat, and time. Nobody has time for that in a commercial kitchen, though, which means that scrubbing is necessary.
 
Getting a robot to scrub dishes is a really challenging difficulty if you try to do it like a human does, because it requires grasping an assortment of very slippery things and then manipulating them with a substantial amount of dexterity. Robots are not ready for this on a commercially-viable scale, so Dishcraft had to find ways of making an automated system that’s a compromise between what robots can realistically do and what a kitchen wants.
 
The Dishcraft system inspects each dish in a fraction of a second for remaining food residue using computer vision and machine learning to obtain a regular level of high quality. But the really intelligent bits here are how tightly Dishcraft has constrained the system. First, dishes are pre-sorted and pre-stacked into those carts, solving two big potential problems for a robot thanks to humans for whom the tasks add only a very minor amount of effort.
 
Once the carts are wheeled into the Dishcraft system, you’ll find that there’s a robot arm that picks up each dish one at a time and drives it over to where it gets polished. The arm isn’t using suction—the dishes are all custom, made with a bit of steel developed into the bottom so that they can be picked up magnetically. It turns out that many places don’t actually care what dishware they use, so if Dishcraft can offer them with new dishware that’s much easier to clean, then great.
 
Each dish is personally cleaned with that rotating scrubber head, which is fashioned exclusively to work with the range of dishes that the system is expecting. It took Dishcraft a lot of experimenting to find the scrubber head that works best.
 
After the dish is scrubbed, it’s rotated through 120 degrees where it’s evaluated by the vision system for cleanliness. If it fails, it just rotates back around to get cleaned again, but if it goes, it’s set into a kitchen-standard dish rack and slides out of the system. From there, the rack passes into a sanitizer (which most commercial kitchens already have) for the final cleaning step.
 
The overall idea is that you hardly need any human participation at all, and undoubtedly no active or repetitive work on the part of a human. There’s putting carts into the Dishcraft system, and then taking trays out of the system and putting them into a sanitizer, and that’s pretty much it. You don’t really need a committed “dishwasher” anymore, and potentially someone who’s doing something more interesting could spend a little bit of their time minding the Dishcraft system as well.
 
As restricted as Dishcraft has attempted to make things, there are still humans in the loop, which signifies that they’ve had to make sure that their system is adjustable. For example, it works optimal if most of the food has been scraped away already, but it’s been manufactured to be able to handle stray t-bone steaks that have been left on plates (using an updated end-effector that isn’t shown in the video) that can make multiple passes if appropriate. It can also deal with old, dried up food, or things like nested bowls that had mashed potatoes in them causing them to stick together. After working on the problem for three years, Dishcraft is confident that the system is now ready to go to market. 
 
Many kitchens, it turns out, don’t need their own Dishcraft robot. What they do need is clean dishes, so Dishcraft offers “dishes as a service,” swapping clean dishes for dirty ones and then washing them in a centered location. This is the same model that most restaurants use for linens, like tablecloths and napkins. The company is also accomplishing custom installations for places that need more throughput.
 
Dishcraft was formed in 2015 by Linda Pouliot and Paul Birkmeyer, both robotics veterans: Linda co-founded Neato Robotics, and Paul co-founded Dash Robotics. So far, Dishcraft has elevated a healthy US $25 million, which is not all that surprising—they’ve handled to discover a real problem that can be resolved right now by a robotic system in a reliable and cost effective way, and what they’ve come up with seems quite guaranteeing.



This article is originally posted on Tronserve.com

Rockwell Automation Opens New Electric Vehicle Innovation Center in Silicon Valley

Jun 19, 2019
Rockwell Automation Opens New Electric Vehicle Innovation Center in Silicon Valley
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Rockwell Automation, a leading solutions and services provider to the automotive industry, today opened a new 8,000 square-foot Electric Vehicle (EV) Innovation Center at 111 North Market Street in San Jose, California, within its Information Solutions development facility. The center will supply live manufacturing demonstrations, hands-on trials utilizing new technology and events presenting collaboration with industry experts and Rockwell Automation partners.
 
Utilizing augmented and virtual reality modeling, the EV Innovation Center offers automotive start-ups and established manufacturers an environment to learn new technologies and standards, enabling them to deliver electric vehicles to market faster, with less risk and at lower cost.
 
The combination of Rockwell Automation technology with partner technology is what makes the center exclusive. Specifically, Rockwell Automation's FactoryTalk InnovationSuite, powered by PTC, is an unmatched integrated solution that brings together software from PTC and Rockwell Automation. Similarly, Eagle Technologies offers the battery pack assembly machine, and FANUC furnishes robot technologies, both integrated with Rockwell Automation technology.
 
Hirata, a turnkey assembly line builder, supplies an assembly cell that demonstrates electric drive unit assembly and testing. Emulate 3D, Rockwell Automation's simulation software, helps to prototype and test machines before they're made. Teamtechnik performs functional testing to establish performance before developing the drive into the electric vehicle.
 
'With growing global consumer demand, electric vehicle companies are challenged to meet aggressive production timelines,' said John Kacsur, vice president, Automotive and Tire Industries, Rockwell Automation. 'We established the Electric Vehicle Innovation Center to increase their possibilities and get their products to customers quickly and at the lowest possible cost, while working more effectively.
 
'It's an immersive experience that helps customers build and realize The Connected Enterprise — our vision for smart manufacturing that enables customers to influence data and attain positive business results,' said Kacsur. 'With over 4,000 successfully designed, installed and commissioned automotive manufacturing projects, Rockwell Automation knows how to help EV manufacturers get to market faster and better manage enterprise risks.'
 
Kacsur noted that the EV Center supports digitalization efforts not only for auto and tire customers but for customers in all industries. Customers are welcome to visit the EV Center and contact with industry experts.
 
By 2040, it's expected that 54% of new vehicle sales will be electric vehicles, according to Bloomberg New Energy Finance. Batteries currently represent a third of the cost of an EV. As battery costs continue to fall, demand for EVs will rise, with up to 40 million new EV batteries needed annually to power new vehicles.



This article is originally posted on Tronserve.com

Augmented MES Becomes Reality with Critical Manufacturing V7

Jun 19, 2019
Augmented MES Becomes Reality with Critical Manufacturing V7
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PORTO, PORTUGAL, June 18, 2019 - Critical Manufacturing is pleased to mention that it has basically released version 7 (V7) of its modern Manufacturing Execution System (MES) for Industry 4.0. This Augmented MES release offers four new modules: Augmented Reality, Experiments Management, Weigh and Dispense, and BI Cards. This current version takes the already feature rich, modular solution to new levels; enhancing users' experiences; speeding new product introduction (NPI); improving safety, reliability and visibility of processes and key performance indicators (KPIs).
 
Critical Manufacturing (CM) MES V7 is the most comprehensive and advanced MES solution usually available in the marketplace. It is created to provide a pathway to smart manufacturing with Industry 4.0 technologies for innovative, high-tech discrete manufacturers and now offers endless choices for efficiency, productivity, mobility and data visualization through an Augmented MES experience.
 
The new Augmented Reality (AR) module is at the center of the new release, and advances the Industry 4.0 roadmap further beyond the Factory Digital Twin and Connect IoT equipment and automation modules. AR breaks new ground by providing manufacturing employees with a new and engaging immersive experience, using data from throughout the MES. It can offer operators with everything they need, including process information, production steps, materials and work instructions.
 
Users can easily access and view full traceability records, product specifications and order details as well as equipment information such as in-process lots, overall equipment efficiency (OEE), mean time to repair (MTTR), cycle times, maintenance schedules, repair instructions, and much more. It can even help restrict counterfeit components. The user basically points the AR device, such as a tablet, smartphone or AR glasses at the product or machine, and the module will offer needed real-time information superimposed on a live camera image of the production operation, equipment or product.
 
Francisco Almada Lobo, Critical Manufacturing CEO commented: 'Until now, Augmented Reality has been involved with very limited manufacturing scenarios, such as gear maintenance. Our new AR module goes way beyond that, providing manufacturers with unlimited possibilities to seize productivity and efficiency gains, and for the first time utilize comprehensive data from across the entire MES. Also, with CM's new AR module, there is a relatively low investment, as readily available tablets and smartphones can be used as an alternative to more expensive AR headsets and glasses.'
 
Another major focus of the V7 release is the Experiments Management module, which yields engineers with a way to identify and implement strategy and product improvements through a controlled, closed-loop process. They can perform Design of Experiments (DoE) with numerous input variables, reducing time spent on this activity, and then seamlessly and transparently execute and monitor experiments side-by-side on the shop floor. This augments companies' approach to continuous improvement, which will be needed as their journey to smart manufacturing progresses. The potential this module offers to increase understanding and knowledge of the effect of process variables translates into improved quality and reliability of processes and products. Experiments Management has the potential to lower both development and production costs as well as help speed new product introductions (NPI).
 
The new Weigh and Dispense module has been made to help manufacturers, particularly in the MedTech industry, achieve complete and strict adherence to safety regulations and recipes. It offers tight control of both manual and automated weighing, dispensing and filling operations with automated label printing. All measurements are recorded in the automated electronic Batch Record (eBR) for total traceability and straightforward production of regulatory compliance documentation to GxP / FDA requirements.
 
Weigh and Dispense integrates with electronic scales and dispensing machinery and is fully incorporated within the Critical Manufacturing MES for full end-to-end process and history. Its use ensures exact data collection, with the removal of manual methods and paper records, as many digital transformation programs envision. Alongside ensuring valid data and batch formulation, the module also offers details to the operator of product handling requirements such as glasses, gloves or masks. Overall, this module offers MedTech manufacturers ways to increase product safety, quality and consistency while boosting productivity.
 
Last but not least, the BI Cards module gives strong performance visibility with quick and easy creation and sharing of customized KPI views and production dashboards. System users can speedily create appealing displays with easy-to-use widgets and, because the module is fully integrated with the MES, information is updated in real-time. The module erases the need for advanced IT skills or expensive, customised software, instead giving appointed users who best understand the steps the power to create the displays they need.
 
Summary
Critical Manufacturing MES V7 adds exciting, futuristic and valuable features to a software application that is becoming increasingly recognized, selected and preferred worldwide for its Industry 4.0-ready, highly adaptable and user-friendly design.
 
Francisco Almada Lobo concludes 'CM V7 is a very important release that completes our already broad and fully inter-operable footprint. The bottom line is that more complex operations can be greatly simplified with ultimate control, flexibility and speed. The use cases for our Augmented Reality technology are only limited by the imagination, we call it Augmented MES.'



This article is originally posted on Tronserve.com

XJet brings latest in additive manufacturing developments to Rapid.Tech & FabCon 3.D

Jun 19, 2019
XJet brings latest in additive manufacturing developments to Rapid.Tech & FabCon 3.D
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Rehovot, Israel, June 18th 2019 - XJet Ltd. invites visitors to stand 2-209 at Rapid.Tech + FabCon 3.D, 25 - 27 June in Erfurt, Germany, to witness the impressive and exclusive applications made possible by its NanoParticle Jetting™ (NPJ) technology in metal and ceramic AM. Applications being featured include a 5G antenna application and a medical device targeted at treating breast cancer. XJet will showcase what this unparalleled technology brings to the additive manufacturing industry while also displaying its unique soluble support material removal live.
 
'Visitors are invited onto the XJet stand to experience removing XJet's soluble support material with their own hands - to truly witness the ease of this plan,' comments XJet CEO Dror Danai. 'Rapid.Tech offers us with the platform for Europeans to get ‘hands-on' with the process and hear how NPJ enables applications that were simply not possible earlier. XJet is eliminating the barriers previously associated with ceramic and metal AM, giving designers a new realm of freedom.'
XJet is creating new applications possible thanks to the technology's ability to correctly make ultra-fine features, smooth surfaces and complex geometries. North American start-up, Marvel Medtech, is one company planning to capitalize on those benefits. Medtech will install an XJet Carmel 1400 AM System later this summer to produce a ceramic cryotherapy probe - a key component within a new robotic intervention guidance setup for MRIs, fashioned to freeze and destroy the most damaging tiny breast cancer tumors and prevent them from growing.
University of Delaware (UDEL) has mounted an XJet AM System for a very different application; to develop cutting-edge antenna technology called ‘Passive Beam Steering' for, amongst other applications, the 5G network. Like Medtech, UDEL's application needs to be prepared in ceramic, however traditional ceramic manufacturing ways could not build the small internal channels and complex geometry without damaging the part. Using nano particles and soluble support material, XJet provides the only ceramic AM technology capable of providing the fine details and smooth surfaces expected.
Visitors to Rapid.Tech + FabCon can hear more about these applications at the show. See XJet on stand 2-209 at Messe Erfurt GmbH, from June 25 - 27. Members of the XJet executive teams are around at the show and meetings can be pre-booked via the XJet website.



This article is originally posted on Tronserve.com

The Biggest Takeaways for Hiring Millennials Sellers

Jun 18, 2019
The Biggest Takeaways for Hiring Millennials Sellers
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Your salesforce is enduring some growing — and shrinking — pains. In 2020, millennials will represent the most significant generation in the workplace at 35 percent. In the meantime, the percentage of baby boomers, the generation that comprises the majority of manufacturing sellers, will sink to 9 percent.
 
So here's the good news: There couldn’t be a great time to attract millennial sellers. Eighty-five percent of current employees assert they would recommend a career in sales to a young person. In the meantime, the worldwide salesforce is expected to stay relatively solid through 2020, with a 46 percent compound annual growth rate — a positive sign for millennials, who are expected to prioritize job security over other considerations.
 
So what do manufacturing sales teams have to be mindful to attract, hire and retain potential millennial sellers?
 
Tell your company story the right way
 
While compensation is the No. 1 factor that affects millennials’ assessment of a potential job, they also desire to work at a place that recognizes and fosters their passions. Manufacturing sales careers offer the opportunity to develop expertise in cutting-edge technology. Play up the exciting features behind your company’s robotics program or the new software driving your automated sensors.
 
In addition, millennials are fascinated with a forward-thinking company culture which makes them think that a person rather than a faceless asset. They want companies with a strong work-life balance, adjustable and remote work environments and transparent parental leave and vacation policies.
 
Be clear about the personality and skill set you’re seeking
 
As it is with any role, your sales and human resources departments should develop a good definition of the characteristics, skills and personality traits that can certainly make a millennial applicant a good fit. Talent and skills assessments during the interview process can help you ensure a cultural fit and identify where their strengths can best serve your company — and how you can develop their expertise once they are on board.
 
Do not discount a millennial candidate simply because he or she doesn't have a unique background in selling. As the traditional definition of sales swings more toward a proof-based practice, graduates with a science, technology, engineering and mathematics (STEM) education are going in sales. In 2017, sales were the most popular non-computer-related job for STEM graduates.
 
Develop training programs that go beyond the technical
 
Millennials matured as a digital-first generation and generally possess intuitive knowledge of the technical aspects of manufacturing sales. However with the increase in the number of stakeholders in the manufacturing sales process, it's really important to train and coach them on connecting with customers — exclusively for STEM graduates who carry a reason-based approach. Young sellers really need to diagnose and speak to the value of solutions based on valid business needs.
 
Something different STEM-grad millennial sellers will appreciate: There's evidence to back up the success of this training. Companies that blend sales education with technical and product training achieve greater success; organizations with reps that exceed client expectations in serving insights and perspectives have win rates 12.4 percent higher than those who simply meet expectations.
 
Invest in millennial sellers to cement a long-term relationship
 
When millennials see a process to advancement that sets them up for success at your manufacturing company, they're going to feel connected to your mission and future. Be specific about how they can accelerate their careers through benchmark goals and provide them with the appropriate resources. Millennials definitely want to become great in their careers; 87 percent say professional development represents a critical part of their jobs.
 
Tech-savvy millennials have the actual possibility to contribute to your manufacturing sales team from day one. Ask about their career priorities, like for example participating in the launch of new technology, and give them opportunities to showcase their capacity to help and lead others in these initiatives from the beginning. Millennials who believe their companies exhibit a high-trust culture are 22 times rather more likely to want to work there for a long time.
 
With a vibrant, energized perspective, millennial sellers have the potential to make a difference in your manufacturing sales team. Train them with the job benefits, technology, data, and training to succeed, and they will certainly reward you in spades.
 
This article is originally posted on tronserve.com

New M&R Software Innovations Keep Fleet Managers in Check

Jun 18, 2019
New M&R Software Innovations Keep Fleet Managers in Check
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During the last 12 to 24 months, it seems as though topics like autonomous driving and ELD mandates have loaded the news headlines for the fleet transportation industry. And deservedly so, they're no doubt topical, pressing issues. Even so, in running your fleet day-to-day, understanding the evolution of maintenance and repair (M&R) issues goes on to be right up there in level of importance.
 
M&R is very important due to the fact that it greatly impacts every type of operation and having improper management of M&R can tremendously erode profits from the bottom line, and the older the truck, the costlier it gets.
 
Based on a current report on lifecycle strategy, M&R costs on a 2012 sleeper model-year total $23,100, compared with $2,070 on a new, 2019 model-year truck, giving a savings of $21,030. 
 
A shorter lifecycle creates long-term savings beyond the first-year. When fleets adopt a three-year lifecycle for their trucks, switching with new technology in year four, they realize a savings of $42,830 in M&R calculated in years four through seven in comparison to a fleet driving the same truck for the full seven years.
 
More Trucks Equals More M&R Challenges
 
More fleet managers are knowing these numbers, and they are now posting a greater emphasis on M&R strategies. As stated by the latest analyze, 40 percent of respondents listed M&R as their top motivating factor for acquiring new trucks. However, the research demonstrates costs are not the only concern fleets have regarding maintenance; 26.7 percent also believe a safe, well-maintained truck is most beneficial in driver recruitment and retention – essential since the driver shortage remains a tough issue for many fleet and transportation companies.
 
This problem will only expand in the coming years, as fleets look to either replace trucks or add to their mix to undertake more demand for the economy. FTR reports North American Class-8 orders for October continued to surge, registering at 43,000 that month. ACT Research’s numbers show 43,600 Class 8 trucks in October.
 
With the demand for shipping and transporting goods remaining healthy, and much more trucks coming online in the coming months, how can innovative software and data analytics serve fleets and transportation companies better manage M&R activities?
 
Innovative M&R Software Resources
 
Today’s leading M&R software now facilitates private fleets and for-hire carriers to leverage intuitive dashboards contrary to complicated spreadsheets and allows users to create their own custom view with the information that interests them most: vehicle performance for fleet managers, M&R data for repair personnel, and even personalized financial models for the C-level.
 
Innovations in M&R software now enable fleets to handle their full operations, with views on everything from operational costs, M&R data, substitute vehicle savings, vehicle servicing and histories; and these software platforms are now mobile-responsive for on-the-go fleet management.
 
Today’s new M&R software can monitor bills for a fleet in every aspect of the truck’s requirements, such as expenditures that include tires, tubes, liners and valves; preventative maintenance measures; brakes; expendable items; exhaust systems; fuel systems; plus much more.
 
Heavy-duty trucks must be well-maintained all around the year and be ready for all weather patterns. It is important to take every preventative measure essential, especially with M&R to safeguard the safety of drivers operating the trucks as well as other motorists on the roads. As such, it would be recommended for fleets and for-hire carriers to pay particularly close attention to the latest software innovations that leverage fleet utilization data and analytics to track all M&R activity to help ensure each truck is operating at a premium level. This will not only ensure safety for all on the road, it will tremendously help the bottom line as well.
 
This article is originally posted on tronserve.com

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