NPE2018 Show Daily - Friday

NPE is truly ‘Breaking the Mold’ as a multifaceted experience, with activities, discoveries and opportunities to satisfy the needs of anyone who works in the plastics industry or has a need to know about plastics

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FRIDAY NPE 2018 : THE PLASTICS SHOW SHOW DAILY ▼ Plastics Hall of Fame 2018 Inductee Hideo Tanaka: Innovative Designer of Processes and Machinery ▼ Plastics Hall of Fame 2018 Inductee Martin Stark: An Advocate of the Plastics Industry and a Believer in Education Hideo Tanaka joined Toshiba Machine at a time when the company, known for large machine tools, was making a push to develop injection molding machines. By María Natalia Ortega Leyva Plastics Technology México Hideo Tanaka helped lift Toshiba Machine Co. (Booths W1263, W1363) to its preeminent position in the plastics machinery industry. His engineering designs span a wide range of processes from nylon inflation blown-film through all-electric injection molding machines. He joined the industry after graduating from college when he was assigned to the plastics department of Toshiba Machine Co. at 22 years old. "Toshiba Machine Co. was well known for large size machine tool manu- facturing and, at that time, it also was ex- panding into industrial machinery areas such as die casting, printing, injection molding and extrusion," Tanaka says. "I worked in various departments but always related to plastics." Among the achievements he is most proud of is his involvement with injection molding machine development and the ex- pansion of the injection molding machine business. "Working together with the people, as a team, is the Japanese secret to achieve great success," he says. Regarding the challenges that the plastics industry is facing, he believes recycling is big, as plastics are absolutely necessary now and in the future. but they must be properly dis- posed of. He also mentioned new material production as a challenge (metal substitution, biodegradable production, etc.) and their cor- responding parts production solution (tech- nique and system). According to Tanaka, the development of human resources is also key, and it is a priori- ty to set the opportunity and the system for young college students to learn and have interest in the industry. Martin Stark, former Bekum chairman, immigrated to the U.S. from Germany in 1969. By María Natalia Ortega Leyva Plastics Technology México Martin Stark has been active in many aspects of plastics. As chairman of Bekum America Corp., he continuously strives to promote ex- cellence, providing innovation in process, cus- tomer experience and quality. His lifetime de- votion to education has resulted in the estab- lishment and support of many quality pro- grams, from apprenticeships through graduate education in plastics. He and his family came from Germany to Chicago in April of 1969. "My brother was al - ready in the United States and I began working a night shift at his bakery, and taking English classes during the day. After five months I found a job at Battenfeld, an injection molding machine company, where I quickly moved up the ladder. In 1979, Battenfeld purchased Gloucester Engineering and moved their oper- ation to Rhode Island. I did not want to move that far away from Chicago, where we had family and friends. At the same time, Bekum purchased a facility in Williamston, Michigan, and they were looking for people to run their operation in the United States. It was a per- fect fit for me and turned out to be the best career move I ever made," he says. "I was fortunate to have several mentors who had a profound impact on my career. The mentor who stood by my side and supported me at Bekum America (Booths S14053, W2127) was Gottfried Mehnert, the founder of Bekum. He trusted me in all decisions, in- cluding implementing a profit-sharing pro- gram that I started in 1989. My personal phi- losophy is that people make the difference and you can't succeed without a good and happy employee workforce." Early in his career, he also mentioned two mentors at Battenfeld: Constance Flindt, for- mer president, and Bob Lemke, former vice president. "They supported me both on a pro- fessional and on a personal level. After my third child was born and they learned that I wanted to buy a house, Mrs. Flindt offered to lend me money for the down payment, inter- est-free. You just don't see these kinds of rela- tionships in the corporate world anymore," he says. Among his achievements, he is perhaps most proud of the apprenticeship program he created. "It is an accredited 8,000-hour pro- gram, where the company pays the apprentic- es' entire college tuition in a work-study pro- gram that has been recognized nationwide. More than 40% of our manufacturing work - force comes from the apprenticeship program. In the future, we'd like to develop new appren- ticeship programs with a focus on specific technologies that will help us advance even further in the industry," he states. continued on page 96 4 An electric Allrounder 570A is producing wrist straps in LSR with two colors and durometers (70 and 30 Shore A), and assembling a complete watch in a robotic cell. ARBURG, BOOTH W1325 Can Manufacturing Simultaneously Add Robots and People? By Tony Deligio Plastics Technology The International Federation of Robotics believes automation adoption and employment can grow concurrently. In addition to quantifiable gains in productivity and quality, automation has consistently proven to increase something else: anxiety. Robotics, thanks in part to the rise of artificial intel- ligence (AI), have entered the general public's and mainstream media's consciousness with sto- ries that attempt to predict what jobs might become automated, prompting headlines like these: Robots to destroy jobs and lower wages, says new study How robots will even affect the jobs of people we thought were immune Given the general tone of the automation discussion lately, the headline for a recent press release from International Federation of Robotics (IFR) is attention-grabbing: The release concerns a report by the Centre for European Economic Research (ZEW) com- missioned on behalf of the German Federal Ministry for Education and Research (BMBF); the latter being presumably interested in an unbi- ased assessment of the impact ro- botics have had on the German economy. Robot density (number of robots/10,000 employees) in Germany in 2017 was 309 units, third highest worldwide. German employment in 2017, meanwhile, registered at 44 million—its highest level since reunification of the country. In the release, Junji Tsuda, IFR's president, says Germany's ex- perience with automation applies beyond that country. "The modernization of production shifts hazardous, unhealthy and monotonous work to the machines. In the vast majority of cases, only certain activities of a job are automated and not the entire spectrum of an employee's work." The ZEW report also notes that if jobs are eliminated due to automation, as 5 percent of em- ployees were replaced within five years, the employment losses were compensated for by new jobs overall. Going forward, ZEW estimates that further automation and digitalization in manu- facturing will generate a 1.8% rise in employment by 2021. Further bolstering its case, the IFR release called out a recently published London School of Economics (LSE) study entitled Robots at Work. Examining the use of industrial robots in 17 de- veloped economies between 1993 and 2007, that study found that over that time, productivity has improved by around 15% due to industrial robots, while the proportion of low-skilled labor dropped and pay increased slightly. In February, IFR released a survey capturing automation levels around the world. Globally, robot density stood at 74 robot units per 10,000 employees, up from 66 units in 2015. Geo- graphically, average robot density in Europe is 99 units, while coming in at 84 in the Americas and 63 in Asia. Between 2010 and 2016, the average annual growth rate of robot density in Asia was 9 per- cent, with 7 percent in the Americas and 5 percent in Europe. In Asia, Chinese utilization of ro-

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